《IBM Burlington's Logistics Management System》
货柜号码前四码所属航运公司
AZLU
Hapag Lloyd Container Line
BAFU
Bulkhaul Ltd.
BCIU
Bay Cities Leasing Company
BFLU
BFLU
BHCU
Bridgehead Container Service
BKRU
Baker Tanks
CSDU
CSDU
CSHU
COSCO
CSIU
CSIU
CSLU
CSLU
CSQU
Hapag Lloyd Container Line
CSU
CSU
CSXU
CSX Transportation Incorporated
CSXX
CSXX
CTT
CTT
CVGU
Cavanagh Services Group
CWSU
GCatainer BV
CDPU
CDPU
CGTU
Compagnie Generale Maritime (French Line)
CHFU
Challenge International
CHIU
Capital Lease
CHLU
CHLU
CIIU
CIIU
CLCU
CLCU
CLHU
Capital LeaseHamburg
CLOU
CLOU Container Leasing GmbH
CPSU
Hapag Lloyd Container Line
CRDX
ChicagoFreight Car Leasing Company
物流与供应链管理参考文献目录
物流与供应链管理参考文献目录《物流与供应链管理》参考文献目录英文参考文献:[1] (美)鲍尔索克斯(Bowersox，D.J)，克劳斯(Closs，D.J)，库珀(Cooper，M.B.)著(马士华译注(供应链物流管理(英文版?原书第2版)[M]. 北京:机械工业出版社，2007.01[2] 姜阵剑，卢山，荆海鸥(Logistics and Supply Chain Management /现代物流与供应链管理概论(双语)[M](武汉:武汉理工大学出版社，2006.8[3] (美)Long D(国际物流:全球供应链管理[M](北京:电子工业出版社，2006.06[4] Jack Brimley and Robert Love，A New Distance Function for Modeling Travel Distancesin a Transportation Network[J]，Transportation Science 26[5] John L(Gattorna Strategic Supply Chain Alignment [M](MPG Books Ltd，Bodmin，Cornwall，1998[6] Silver, E.A., Pyke, D.F., Petersen, R(Inventory Management And Production Planning andScheduling [M], New York: John Wiley & Sons, 1998[7] Martin Christopher(Logistics and Supply Chain Management-Strategies for ReducingCosts and Improving Services [M](Financial Times/Pitman Publishing，1994[8] Benjamin S Blanchard(Logistics Engineering and Management (4th Edition) [M].Rentice Hall, 1992[9] James C. Johnson, Donald F. Wood(Contemporary Logistics(4th Edition) [M], MacmillanPublishing Company,1990[10] Donald Waters(Global Logistics and Distribution Planning[M]Boca Raton:CRC Press，1999[11] Igor H Ansoff(The New Corporate Strategy [M]. New York: John Wiley & Sons, 1998 [12] B Joseph Pine?(Mass Customization: The new Frontier in Business Competition [M].Boston: Harvard Business School Press, 1993.14,15[13] John L.Gattorna(Strategic Supply Chain Alignment [M]. MPG Books Ltd, Bodmin,Cornwall, 1998[14] Frank H. Mossman, Paul Bankit，and Omar K. Hfeltrich，Logistics Systems Analysis，reviewed[M].Washington , D.C.: University Press of America, 1979 [15] V. Daniel Hunt(Reengineering: Leveraging the Integrated Product Development[M],Oliver Wight Publication,Inc.1992[16] Martin Christopher(Logistics & Supply Chain Management: creating value-addingnetworks (3rd Edition) [M]. FT Press, February, 2005[17] David H. Taylor(Global Cases in Logistics and Supply Chain Management [M].1International Thomson Publishing Services, March 1997[18] Donald J. Bowersox, David J. Closs, M.Bixby Cooper(Supply Chain LogisticsManagement (2Rev Ed edition) [M]. McGraw Hill Higher Education, February 2006 [19] Ronald H. Ballou(Business Logistics/Supply Chain Management and Logware CDPackage (5th edition) [M]. Prentice Hall, September 2003 [20] Donald Waters(Logistics: An Introduction to Supply Chain Management [M]. PalgraveMacmillan, January 2003[21] Ann Brewer, Kenneth J Button, David A Hensher(Handbook of Logistics andSupply-Chain Management [M]. Pergamon, July 2001[22] Ronald H. Ballou(Business Logistics: Supply Chain Management (5th edition) [M].Prentice Hall, August 2003[23] John Mangan, Chandra Lalwani, Tim Butcher(Global Logistics and Supply ChainManagement [M]. Publisher: Wiley, June 2008[24] Andreas Klose, M. Gracia Speranza, Luk N. VanWassenhove(Quantitative Approaches toDistribution Logistics and Supply Chain Management (Lecture Notes in Economics andMathematical Systems) [M]. Springer, August 2002[25] Jonsson(Logistics and Supply Chain Management [M]. McGraw Hill Higher Education ,April 2008[26] John J. Coyle, C. John Langley, Brian Gibson, Robert A(Novack, Edward J. Bardi. SupplyChain Management: A Logistics Perspective (8th edition) [M]. South-Western College Pub,March 2008中文参考文献:[1] 唐纳德?鲍尔索克斯，戴维?克劳斯著(林国龙等译(物流管理:供应链过程的一体化[M](北京:机械工业出版社，1999[2] (美)兰伯特，斯托克，埃拉姆著(张文杰，叶龙，刘秉镰译(物流管理——物流与供应链管理系列[M](北京:电子工业出版社，2006.02[3] 何明珂等(中华人民共和国标准?物流术语[S](北京:中国标准出版社，国家技术监督局发布，2001[4] (美)科伊尔，(美)巴蒂，(美)兰利著(文武等译(企业物流管理:供应链视角(第7版)[M]. 北京:电子工业出版社，2003.07[5] [英]泰勒，胡克等译(全球物流与供应链管理案例[M](北京:中信出版社，2003.11[6] (美)森尼尔?乔普瑞，彼得?梅因德尔(供应链管理—战略、规划与运营[M].北京:社会科学文献出版社，2003[7] 赵林度(供应链与物流管理:理论与实务[M](北京:机械工业出版社，2003[8] 沈文，云俊，邓爱民编著(物流与供应链管理[M](北京:人民交通出版社，20022[9] 彭志忠(现代物流与供应链管理[M](济南:山东大学出版社，2002 [10] 朱道立，龚国华，罗齐(物流和供应链管理[M](上海:复旦大学出版社，2001 [11] 马士华，林勇，陈志祥(供应链管理[M](北京:机械工业出版社，2000 [12] 马士华(新编供应链管理(21世纪工商管理系列教材)(北京:人民大学出版社. 2008.01 [13] (美)兰伯特，斯托克，埃拉姆著(物流管理——物流与供应链管理系列[M](北京:电子工业出版社，2006.02[14] 宋华，胡左浩(现代物流与供应链管理——21世纪市场营销新知与案例丛书[M](北京:经济管理出版社，2004.02[15] 齐二石，刘亮(物流与供应链管理[M](北京:电子工业出版社，2007.10[16] 宋华(物流成本与供应链绩效管理[M](北京:人民邮电出版社，2007.01 [17]徐琪(供应链管理:理论与实验[M](上海:上海人民出版社，2008.01 [18] 徐剑，周晓晔，李贵华(物流与供应链管理[M](北京:国防工业出版社，2006.08 [19] 霍桂震(物流与供应链管理[M](北京:高等教育出版社，2006.08 [20] 张理(现代物流案例分析——21世纪电子商务与现代物流管理系列教材[M](北京:水利水电出版社，2005.05[21] 胡继灵(供应链的合作与冲突管理[M](上海:上海财经大学出版社，2007.11 [22] 刘南，赵成锋，陈远高(现代物流与经济发展理论、方法与实证分析[M](北京:中国物资出版社，2007.08[23] 张良卫，朱强(国际物流实务[M](北京:电子工业出版社，2008.01 [24] 骆温平(第三方物流[M](北京:高等教育出版社，2007.08 [25] 王欣兰(现代物流管理概论[M](北京:清华大学出版社，2007.10 [26] 施先亮，李伊松(供应链管理原理及应用[M](北京:清华大学出版社，2006.09 [27] 吴隽(物流与供应链管理[M](哈尔滨:哈尔滨工业大学出版社，2007.01 [28] 蒋长兵，吴承健(现代物流理论与供应链管理实践[M](杭州:浙江大学出版社，2006.12 [29] 魏修建，姚峰(现代物流与供应链管理(十一五电子商务规划教材)[M](西安:西安交通大学出版社，2008.0434。
物流管理英文论文
Mode selection based on the logistics of the enterprise's ownsituationAbstract: The main research direction is different enterprises according to their analysis of the advantages and disadvantages of the different logistics mode can be selected with good logistics form, in order to achieve the purpose of maximizing corporate profits. By contrast, respectively referenced real case specific analysis of two logistics mode, and summarize their advantages and disadvantages.Keyword:self logistics; outsourced logistics; hybrid logistics modeText1 The significance of this studyBusiness activities, an important goal for each enterprise in terms of business is based on the minimum investment for maximum benefits. However, in today's conditions, the cost of production has been compressed to a certain extent, it is particularly important as “the third profit logistics cost contro l”. As an important part of the logistics industry, penetrate into all their business activities, its model is also different. The only choice for different enterprises, the logistics models suited to their own conditions, in order to achieve optimal profits.At present, there are mainly two: self-logistics, outsourcing logistics logistics model. Both logistics model has its own advantages and disadvantages, for better analysis to the comparative study of the two modes.2 Two major logistics mode2.1 Self-Logistics ModeSelf logistics mainly refers to industrial enterprises in the logistics business, while its main source of income is not the logistics. Self logistics system, the most typical is the Haier Group.Haier Logistics characteristics can be summed up as, with the strength of the logistics professional company, self based on outsourcing, the overall procurement JIT (just in time, just-in-time production management), raw materials and distribution JIT. JIT the synchronization process and finished goods distribution. 1999, Haier implemented as a link to the "market chain" business process reengineering, order information flow, driven by the operation of the logistics, business flow, capital flow and logistics operation mode increasing cause for concern. Terms of Haier, logistics first target is to get three "zero", that is, zero inventory, zero distance and zero working capital; Secondly, to enable them to obtain the core competencies in market competition to win.If Haier logistics as to reduce the cost of the machine, the U.S. group put the logistics as a money-making machine. Midea Group was established in January 2000 the the Andhra logistics company, spun off the logistics business. Division Andhra logistics company as Group is an independent, third-party logistics companies other beauty products division, on the one hand to provide the most efficient logistics services for the beautiful production, manufacturing, sales, as well as a professional logistics company out business development.As can be seen by the above-mentioned cases, enterprises import and strongability to control all aspects of the logistics supply chain. Easy production and other business links closely with full service in the operation and management of the enterprise, to ensure that companies have access to long-term and stable profits. For a highly competitive industry, is conducive to the control of supply and distribution channels, reasonable planning and management processes, improve the efficiency of logistics operations, reduce circulation costs. For larger single product enterprises, import and logistics can make logistics and capital flow, information flow, business flow with more closely, thereby greatly Tinan logistics operation is the far side price work efficiency. Can make the raw materials and spare parts procurement, distribution, and production support from the strategic integration, to achieve the procurement time, increase the batch. Reduce bulk, inventory-control, to reduce the amount of funds used to reduce the cost, in order to achieve zero inventory, up close and military working capital.Import and logistics model while the size of the business situation, there are certain requirements: self-logistics enterprises increased burden on business investment, weaken the ability to withstand market risks. Companies in order to self-logistics, we must invest a lot of money for storage equipment, transport equipment, and human capital, which will inevitably reduce the enterprises of other members to be part of the investment, weaken the market competitivenessof enterprises. In this case, the enterprise self logistics is equivalent to forcing companies to engage in not good at business activities, corporate management often takes too much time, energy and resources to engage in supporting the work.Results foot auxiliary on no arrest, the business of the key pieces of hair can not be stuck to the central role of nail limited scale, the degree of specialization of logistics is very low, the cost is higher.Only like Haier, Midea such a large scale, economic conditions, the strength of the company management to control; some smaller businesses, to logistics proportion of investment is too large and lead to business can not function properly. For small businesses. Wear a limited number of its production, white business logistics, not the formation of scale. The one hand lead to the Bureau of logistics costs over products: the lower the competitiveness of the market die; another - aspects, due to the limited size, the degree of specialization of logistics is very low, and can not meet the needs of the enterprise.2.2 outsourced logistics mode researchOutsourcing logistics, production or sales enterprises to concentrate and enhance core competitiveness, and its logistics business to operate in a professional logistics company, is a long-term contract commissioned strategic mutual penetration, mutually beneficial business commissioned and contract execution. The trend of economic globalization, the logistics outsourcing as a material circulation speed, to save on storage costs and reduce the effective means of transit funding backlog can really bring more revenue to the supply and demand sides.Electrolux Logistics completely outsourced to a third-party logistics companies, third-party logistics providers to provide them with the whole or anypart of the supply chain logistics services, in order to obtain a certain profit. 1995, Electrolux Electrolux Italy Refrigerator Co., Ltd. joint venture, a clear division of responsibilities, Electrolux is only responsible for production, while Italian refrigerator plant solely responsible for the sales and after-sales service of the product. Subsequently, of Electrolux in turn logistics outsourcing to a professional logistics company. Electrolux Logistics referred to the PG Logistics Group, including the three logistics company responsible for.This logistics model does not take up a lot of fixed assets, and more freedom to coordinate production operations, strengthening the flexible management of the enterprise, so that enterprises can focus on improving the core competitiveness. This model also has its own shortcomings: the companies can not directly control the master logistics functions, and can not guarantee the arrival of good quality and customer service in a timely manner, give a third party logistics third profit source, reducing their profits. In addition, companies also need to bear the risk of inefficient logistics company, but with the constant improvement of the services of the third party logistics enterprises, more and more companies have chosen this logistics model.China's logistics market has considerable development potential forthird-party logistics will be promising. Compared with developed countries, the overall level of China's logistics industry is still in its infancy, the industry is not highly competitive logistics market in the state is to be developed to a greater extent. National Warehousing Association 2000 survey data analysis, the majorityof the Chinese logistics needs are not yet market-oriented production enterprise procurement logistics, the use of third-party logistics business logistics only 18% and 5.9% respectively, even the use of third-party logistics companies, the actual logistics outsourcing is only about 50%.In summary, the enterprises both select what kind of logistics system analysis should be carried out according to the own scale, demand, economic and management strength, select the more suitable for their current situation and future development of the logistics. Logistics has become a powerful tool for enterprises to reduce costs, increase profits, rather than become a heavy burden for the development of enterprises.3 ConclusionDiversified in the consumer market, the personalized needs of today's rapidly changing social needs and technology advances, mass production manufacturing enterprises have been unable to meet the demand of the market development. The differentiated marketing flexible production has become the future development trend, enterprises must adopt more variety, less bulk, multiple batches of logistics strategy, if companies want to implement for the purpose of improving service logistics management purpose, the the dispersion of the logistics operations will be further expanded, decentralized logistics operations will be offset against the benefits of system management. Therefore, the value of the combined scale advantages of the outsourcing of logistics operations and logistics system self management, some non-core logistics operations outsourcing entire logisticssystem enterprise self-operating “outsourcing job functions and system management self” mixed logistics model , should be the main mode of the future development of logistics.References1 Gadde L-E, Hakansson H. Business relationships and resource combining. IMP J 2008;2 Ketchen Jr DJ, Hult GTM. Bridging organization theory and supply chain management:the case of best value supply chains. J Oper Manage 2007;3 Huemer L. Supply management: value creation, coordination and positioning in supply relationships. Long Range Plann 2006;4 Jahre M, Gadde L-E, Hakansson H, Harrison D, Persson G. Resourcing in business logistics. Lund: Liber and Copenhagen Business School Press; 2006.。
物流管理英文 含翻译
An internet-based logistics management system forenterprise chainsN. Prindezis，C.T。
KiranoudisSchool of Chemical Engineering，National Technical University, 15780 Athens,GreeceReceived 13 September 2003；received in revised form 20 December 2003; accepted27 January 2004Available online 10 December 2004AbstractThis paper presents an Internet-Based Logistics Management System to coordinate and disseminate tasks and related information for solving the heterogeneous vehicle routing problem using appropriate metaheuristic techniques, for use in enterprise chain net works。
Its architecture involves a JA V A Web applet equipped with interactive communication capabilities between peripheral software tools. The system was developed in distributed software fashion technology for all computer platforms utilizing a Webbrowser，focusing on the detailed road network of Athens and the needs of the Athens Central Food Market enterprises. 2004 Elsevier Ltd. All rights reserved。
国外物流成本研究前沿及进展——一个文献综述
万方数据
这两种成本的
模型。该模型考虑了网络中的交通状况， 发了一个用于确定最优规模及最佳布局 终端设计的优化目标，应用队列理论和 ｔｅｒｍｉｎａｌｓ）。他们着
万方数据
者结合起来并不是一件容易的事情。¨４１ （二）非线性规划方法的应用 ｓｈａ珊ａ等人（１９８９）提出了一个非线性的混合
型整数目标规划模型用以解决供应商选择问题。他们 在模型中考虑了价格、质量、产品交付和服务等因 素，所有的准则均作为目标。物流成本降低目标与采 购批量增加相关联，物流成本增加则与质量水平的提 高相关联。¨纠Ｂｅｎｔｏｎ（１９９１）在多品类、多供应商、 资源限制和数量折扣的条件下，应用拉格朗日放松法 开发了一个非线性规划和启发式过程模型用于供应商 的选择。该模型目标是实现采购成本、库存持有成本 和订单成本的最小化。仓储能力和投资限制作为该模 型的约束条件。¨纠Ｈｏｎｇ和Ｈａ）ｒｙａ（１９９２）分析了ＪＩＴ （准时制，Ｊｕｓｔ ｉｎ ｔｉｍｅ）采购环境。由于小定额需求 是ＪＩＴ系统的重要组成要素，他们讨论了将大批量订 单分割为多批次交付的小订单或在多个供应商之间进 行分配，以减少定额需求量。主要目标是减少成本， 并通过建立两个重要假设以解决此问题，第一个假设 是，Ｎ个供应商的订单成本等于或少于一家供应商订 单成本的Ｎ倍；第二个假设是，采购价格必须少于 某一固定价值。由于他们解决该问题的方法是建立在 特定案例基础上，因此不能应用于一般情形。¨¨ Ｒｏｓｅｎｔｈａｌ等人（１９９５）开发了一个混合型整数规划 模型以解决“打包”产品模式的供应商选择问题。购 买方需要从多个供应商那里购买多种品类产品，供应 商则以折扣价格提供“打包”的产品组合。他们应 用单目标规划方法，并且将价格、质量、交付和供应 商能力作为模型的考虑评价标准。¨驯Ｇｈｏｄｓｙｐｏｕｒ和 ０’Ｂｒｉｅｎ（１９９７）开发了一个决策支持系统 （ＤＤｓ），用于减少供应商数量和对供应商的商业伙伴 数量进行管理。他们应用了ＡＨＰ（ａＪｌａｌ”ｉｃａｌ ｈｉｅｒａｒｃｈｙ ｐｒｏｃｅｓｓ）方法及｝昆合型整数规划，＿并且在ＤＤＳ系统 中考虑到了供应商能力约束和购买方在采购预算和质 量等方面的限制。¨引Ｇｈｏｄｓｙｐｏｕｒ和０’Ｂｒｉｅｎ（１９９８） 开发了一个综合ＡＨＰ和线性规划模型，用以帮助采 购经理们在采购活动中利用系统性方法来考虑产品数 量和质量上的各项因素。他们提出了一个运算法则用 来对供应商选择决策过程中的不同设想方案进行敏感 性分析。ⅢＩ Ｓ．Ｈ．Ｇｈｏｄｓｙｐｏｕｒ和ｃ．Ｏ’Ｂｒｉｅｎ（２００１） 讨论了在多供应商、多种标准和供应商能力限制的约 束条件下，供应商选择决策中的物流总成本问题。他 们认为，在上述约束条件下，如何选择合适的供应 商，以及如何将订单在供应商之间进行合理分配等问 题在现有文献中很少被注意到。仅有的一些数学分析
物流管理英文论文
Mode selection based on the logistics of the enterprise's ownsituationAbstract: The main research direction is different enterprises according to their analysis of the advantages and disadvantages of the different logistics mode can be selected with good logistics form, in order to achieve the purpose of maximizing corporate profits. By contrast, respectively referenced real case specific analysis of two logistics mode, and summarize their advantages and disadvantages.Keyword:self logistics; outsourced logistics; hybrid logistics modeText1 The significance of this studyBusiness activities, an important goal for each enterprise in terms of business is based on the minimum investment for maximum benefits. However, in today's conditions, the cost of production has been compressed to a certain extent, it is particularly important as “the third profit logistics cost contro l”. As an important part of the logistics industry, penetrate into all their business activities, its model is also different. The only choice for different enterprises, the logistics models suited to their own conditions, in order to achieve optimal profits.At present, there are mainly two: self-logistics, outsourcing logistics logistics model. Both logistics model has its own advantages and disadvantages, for better analysis to the comparative study of the two modes.2 Two major logistics mode2.1 Self-Logistics ModeSelf logistics mainly refers to industrial enterprises in the logistics business, while its main source of income is not the logistics. Self logistics system, the most typical is the Haier Group.Haier Logistics characteristics can be summed up as, with the strength of the logistics professional company, self based on outsourcing, the overall procurement JIT (just in time, just-in-time production management), raw materials and distribution JIT. JIT the synchronization process and finished goods distribution. 1999, Haier implemented as a link to the "market chain" business process reengineering, order information flow, driven by the operation of the logistics, business flow, capital flow and logistics operation mode increasing cause for concern. Terms of Haier, logistics first target is to get three "zero", that is, zero inventory, zero distance and zero working capital; Secondly, to enable them to obtain the core competencies in market competition to win.If Haier logistics as to reduce the cost of the machine, the U.S. group put the logistics as a money-making machine. Midea Group was established in January 2000 the the Andhra logistics company, spun off the logistics business. Division Andhra logistics company as Group is an independent, third-party logistics companies other beauty products division, on the one hand to provide the most efficient logistics services for the beautiful production, manufacturing, sales, as well as a professional logistics company out business development.As can be seen by the above-mentioned cases, enterprises import and strongability to control all aspects of the logistics supply chain. Easy production and other business links closely with full service in the operation and management of the enterprise, to ensure that companies have access to long-term and stable profits. For a highly competitive industry, is conducive to the control of supply and distribution channels, reasonable planning and management processes, improve the efficiency of logistics operations, reduce circulation costs. For larger single product enterprises, import and logistics can make logistics and capital flow, information flow, business flow with more closely, thereby greatly Tinan logistics operation is the far side price work efficiency. Can make the raw materials and spare parts procurement, distribution, and production support from the strategic integration, to achieve the procurement time, increase the batch. Reduce bulk, inventory-control, to reduce the amount of funds used to reduce the cost, in order to achieve zero inventory, up close and military working capital.Import and logistics model while the size of the business situation, there are certain requirements: self-logistics enterprises increased burden on business investment, weaken the ability to withstand market risks. Companies in order to self-logistics, we must invest a lot of money for storage equipment, transport equipment, and human capital, which will inevitably reduce the enterprises of other members to be part of the investment, weaken the market competitivenessof enterprises. In this case, the enterprise self logistics is equivalent to forcing companies to engage in not good at business activities, corporate management often takes too much time, energy and resources to engage in supporting the work.Results foot auxiliary on no arrest, the business of the key pieces of hair can not be stuck to the central role of nail limited scale, the degree of specialization of logistics is very low, the cost is higher.Only like Haier, Midea such a large scale, economic conditions, the strength of the company management to control; some smaller businesses, to logistics proportion of investment is too large and lead to business can not function properly. For small businesses. Wear a limited number of its production, white business logistics, not the formation of scale. The one hand lead to the Bureau of logistics costs over products: the lower the competitiveness of the market die; another - aspects, due to the limited size, the degree of specialization of logistics is very low, and can not meet the needs of the enterprise.2.2 outsourced logistics mode researchOutsourcing logistics, production or sales enterprises to concentrate and enhance core competitiveness, and its logistics business to operate in a professional logistics company, is a long-term contract commissioned strategic mutual penetration, mutually beneficial business commissioned and contract execution. The trend of economic globalization, the logistics outsourcing as a material circulation speed, to save on storage costs and reduce the effective means of transit funding backlog can really bring more revenue to the supply and demand sides.Electrolux Logistics completely outsourced to a third-party logistics companies, third-party logistics providers to provide them with the whole or anypart of the supply chain logistics services, in order to obtain a certain profit. 1995, Electrolux Electrolux Italy Refrigerator Co., Ltd. joint venture, a clear division of responsibilities, Electrolux is only responsible for production, while Italian refrigerator plant solely responsible for the sales and after-sales service of the product. Subsequently, of Electrolux in turn logistics outsourcing to a professional logistics company. Electrolux Logistics referred to the PG Logistics Group, including the three logistics company responsible for.This logistics model does not take up a lot of fixed assets, and more freedom to coordinate production operations, strengthening the flexible management of the enterprise, so that enterprises can focus on improving the core competitiveness. This model also has its own shortcomings: the companies can not directly control the master logistics functions, and can not guarantee the arrival of good quality and customer service in a timely manner, give a third party logistics third profit source, reducing their profits. In addition, companies also need to bear the risk of inefficient logistics company, but with the constant improvement of the services of the third party logistics enterprises, more and more companies have chosen this logistics model.China's logistics market has considerable development potential forthird-party logistics will be promising. Compared with developed countries, the overall level of China's logistics industry is still in its infancy, the industry is not highly competitive logistics market in the state is to be developed to a greater extent. National Warehousing Association 2000 survey data analysis, the majorityof the Chinese logistics needs are not yet market-oriented production enterprise procurement logistics, the use of third-party logistics business logistics only 18% and 5.9% respectively, even the use of third-party logistics companies, the actual logistics outsourcing is only about 50%.In summary, the enterprises both select what kind of logistics system analysis should be carried out according to the own scale, demand, economic and management strength, select the more suitable for their current situation and future development of the logistics. Logistics has become a powerful tool for enterprises to reduce costs, increase profits, rather than become a heavy burden for the development of enterprises.3 ConclusionDiversified in the consumer market, the personalized needs of today's rapidly changing social needs and technology advances, mass production manufacturing enterprises have been unable to meet the demand of the market development. The differentiated marketing flexible production has become the future development trend, enterprises must adopt more variety, less bulk, multiple batches of logistics strategy, if companies want to implement for the purpose of improving service logistics management purpose, the the dispersion of the logistics operations will be further expanded, decentralized logistics operations will be offset against the benefits of system management. Therefore, the value of the combined scale advantages of the outsourcing of logistics operations and logistics system self management, some non-core logistics operations outsourcing entire logisticssystem enterprise self-operating “outsourcing job functions and system management self” mixed logistics model , should be the main mode of the future development of logistics.References1 Gadde L-E, Hakansson H. Business relationships and resource combining. IMP J 2008;2 Ketchen Jr DJ, Hult GTM. Bridging organization theory and supply chain management:the case of best value supply chains. J Oper Manage 2007;3 Huemer L. Supply management: value creation, coordination and positioning in supply relationships. Long Range Plann 2006;4 Jahre M, Gadde L-E, Hakansson H, Harrison D, Persson G. Resourcing in business logistics. Lund: Liber and Copenhagen Business School Press; 2006.。
专业英语物流和供应链管理(英文版)
按单拣选或生产
3.Order picking or production
3 Time range
1to5days
2 Time range
1to3days
客户接受
4.transportation
运输
5.Customer receiving
2 Time range
1to3days
3 Time range
Time compression
压缩时间
完善服务
Service enhancement
缩减成本
Cost reduction
3.Volatile market making reliance on forecasts dangerous
由于市场多变，过于依赖预测很危险
Question
What’s the continuing problem for most organizations according to text?
1to5days
5 days
5 Time range
1to9days
total
15
25 days
In those situations where orders are not met from stock but may have to be manufactured, assembled or sourced from external vendors, then clearly lead times will be even further extended with the possibility of still greater variations in total order-to-delivery time.
MIT的物流与供应链管理(英文版)
MIT Forum for Supply Chain Innovation
<shoumen@>
Evolving Analytical Tools and Early Users
Source: Forrester MIT Forum for Supply Chain Innovation
<shoumen@>
U n c e r t a i n t y…….
Lack of rule-based resolution: expectation vs result
Financial Impact Cost of Correction Side Effects
MIT Forum for Supply Chain Innovation
2001
5
0 2003
1997 CRM $ billion 1.2
1998 2.3
1999 3.7
2000 5.4
2001 7.9
2002 11.5
2003 16.8
Customer Relationship Management EXPECTATION vs RESULT
MIT Forum for Supply Chain Innovation
MIT Forum for Supply Chain Innovation
<shoumen@>
Today’s discussion
UNCERTAINTY
SCM is managing uncertainty.
URL for powerpoint presentation /innovation
<shoumen@>
【9A文】物流外文文献及翻译
文献出处:MahpulaA.TheResearchofRegionalLogisticsCompetitiveness[J].JournalofTranspor tGeographR,2015,15(2):30-34.原文TheResearchofRegionalLogisticsCompetitivenessMahpulaAAbstractAtpresent,thedevelopmentoflogisticsisthelogisticsdemandrapidincrease,theeRpanding marketcapacitR,acceleratestheconstructionoflogisticsinfrastructure,third-partRlogistic sfastgrowththetendencR,thewholelogisticsindustrRisdevelopinginthedirectionoftheinf ormation,globalizationandspecialization.Atthesametime,withtherapidincreaseoflogisti csdemand,thedevelopmentoftheregionallogisticsmorerapidlR.Regionallogisticsisanim portantpartofregionaleconomR,theeRistenceanddevelopmentofregionallogisticsisthepr emiseofeRistenceanddevelopmentofregionaleconomR,noregionaleconomRtherewould benoregionallogistics.Regionallogisticsandregionaleconomicdevelopmentlevel,isclose lRrelatedtothescaleandthelevelofthedifferentregionaleconomicshape,sizeandindustrR, determinesthelevelofregionallogistics,thescaleandstructureform.Regionaleconomicinte grationcanmaketheareaandregionallogisticsinclinetoreasonable,adapttoreasonablelaRo utofindustrialstructure,toreducelogisticscost,promotethedevelopmentofregionallogistic s.Ontheotherhand,theregionaleconomicdevelopmentisinseparablefromthedevelopment ofregionallogisticsandregionallogisticstoprovidesupportandguaranteeforthedevelopme ntofregionaleconomR,thedevelopmentoftheregionallogisticswilldriveandpromotethefu rtherdevelopmentofregionaleconomR.Therefore,thedevelopmentoftheregionallogistics hasbecometoimprovetheregionalinvestmentenvironmentandindustrRdevelopmentenvir onment,eRpandingthescopeoftheregionalinfluence,thekeRtoenhancingregionalcompeti tiveness.KeRwords:Regionallogistics;Regionallogisticscompetitiveness;EvaluationindeR1Introduction TherapiddevelopmentofworldeconomRandtheprogressofmodernscienceandtechnolog R,thelogisticsindustrRasanemergingserviceindustrR,isdevelopingrapidlRintheglobalsc ope.InternationallR,logisticsindustrRisconsideredtobetheeconomicdevelopmentofthear terRandbasicindustrR,itsdevelopmentdegreebecometomeasureacountrR'smodernizatio ndegreeandcomprehensivenationalstrength,oneoftheimportantmarksisknownasthe"thir dprofitsource"oftheenterprise,itsroleismoreandmorebig,becamethecurrentaftertheITind ustrR,financialindustrR'shottestemergingindustrRanewgrowthpointofnationaleconom R,andcausedwidespreadsocialattention.Regionallogisticsisanimportantcomponentofre gionaleconomR,istheimportantforceintheformationanddevelopmentofregionaleconomR,itistoimprovetheefficiencRandeconomicbenefitinthefieldofregionalcirculation,impro vethecompetitiveabilitRofregionalmarket,etc.,plaRsapositiveroleinactive.Behindthera piddevelopmentofmodernlogistics,however,therearestillmanRproblems;includinglogis ticscompetitivenesslevelislowerthantheleveloflogisticsdevelopmentisparticularlRprom inent.ChoosinglogisticscompetitivenessdevelopmentlevelevaluationindeR,sincethereis nouniformstandard,canonlRusefreightorfreightturnoverscaletomeasurelogistics.Imple mentationofgoodstransportistheprocessoflogisticsspatialdisplacementatthecenterofthel ink,withthetwoindicatorstomeasurelogisticsscalehascertainscientific,butitcan'treflectth eoutlineoftheregionallogistics.Estimatesoflogisticsdemand,tRpicallRbasedonGDPandt otalretailsalesofsocialconsumergoodssuchasindeRofnationaleconomicaccounting.This isjustasimplemeasureofthemacrolevel,theproportionofdifferentresearchersusedifferent, rangingfromteenstotwentRpercent,therearelargedifferencebetweentheresultsandgivest heoreticalanalRsisgreaterdifficulties.Atthesametime,thelogisticsindustrR'seconomicsta tisticaldatashortage,thereisnocomprehensivelogisticsdemandstatistics,whichmadeusqu alitativeunderstandingofthelevelofunderstandingoflogistics.2LiteraturereviewAbouttheCoreCompetencetheorR,CoreCompetence(CoreCompetence)oftheoriginalint entionistheCoreskillsorCoreskills,thisconceptisin1990bRtheAmericanstrategicmanage menteRpertsmade(C.K.Prahalad)andBritain'sstrategicmanagementeRpertshamer(c.am el),referstotheenterpriseorganizationofaccumulatingknowledge,especiallRabouthowto coordinatedifferentproductionskillsandintegrateavarietRoftechnicalknowledge,andont hebasisofadvantageoverothercompetitorsuniqueabilitR,namelRCoreCompetenceisbuil tonthebasisofenterpriseCoreresources,istheenterpriseintelligence,technologR,products, management,cultureandotherelementsinthereflectionofcomprehensiveadvantageinthe market.AtpresenttherearethreetRpicalacademicargument:theabilitRtheorRrepresentedb RRossbRandChristie'sschool;SchoolrepresentedbRporter'stheorRofmarketstructure;Re presentedbRWernerPhilandPenrose'stheorRofresourceschool.Corecompetitivenessisva lue,theabilitRtointegrated,uniqueness,eRtensibilitRandinherentcharacteristics. RelatedtheorR,thestudRofregionallogistics,thelogisticsresearchofEuropeandtheUnited States,Japanandotherdevelopedcountries,focusontheenterpriselevel,iscommittedtoprov idingenterpriseoptimizationstrategR.AndregionallogisticssRstemandcompetitivenessre search,involved.Accordingtoliteraturereview,theregionalinternationallogisticsfieldofre searchmainlRincludesthefollowingaspects:(1)fromtheperspectiveofmultinationalcomp anRresearchthegloballogisticsresourcesconfigurationandcoordinationproblems.Specifi cincludelogisticsinfrastructure,marketcompetitionmechanismandtheproblemoflogistic ssupplRchainoperation.SuchresearchquantificationtechnologRsuchasusingtheoperatio nalresearchtools,morefortheglobalnetworkofsupplRchainfacilitRlocationpositioning,andcoordinatethefactorRmoresupport,strategicdistributionsRstemdesignproblem.Thisis aneRtensionofthelogisticsenterpriseleveloptimizationstudR,thecommonlRusedmethod sincludemathematicalanalRticalmethod,sRstemsimulationmethodandheuristicmethods ,etc.IfonlRonemethodandgraphicalmethodsolvingtheproblemofthelaRoutofthesite;Mi Redintegerprogrammingsolvetheproblemofsiteselectionoflogisticscenterandlogisticspl anning,etc.(2)fromtheperspectiveofurbaneconomRandtheenvironment,theresearchofur bantrafficnetworkSettings.ForeRampleTanjguchietalfromthecitRlevel,usingadRnamict rafficsimulationmodel,quantitativeresearcheconomicgrowth,thetransportdemand,aswe llastherelatedroadcongestionandenvironmentalpollution.(3)fromthepointofviewoftheci tRgovernment,studRitsroleinmacrologisticsdevelopmentandutilitR.ForeRampleMeirJ. RandSenblatt,studiedtheglobalsupplRchainmanagementininfrastructurefinancing,trans portationandregionaltradingrules,corporatetaRlawofthegovernmentsubsidies,andother effectsofthemainfactorsofglobalproductionanddistributionnetwork,etc.3IntroductiontothetheorRofregionallogisticsrelated3.1Thedefinitionofregionallogistics AcademicdefinitionofregionallogisticshasnotRetunified,amoreacceptedviewisthatregi onallogisticsisthegeographicalenvironmentinacertainarea,withlargeandmedium-sizedci tiesasthecenter,basedontheregionalscaleandscopeeconomR,combinedwitheffectivelogi sticsservicescope,areainsideandoutsideofallkindsofgoodsfromthesuppliertoaccepttoeff ectiveentitRflow;Isthetransport,storage,loadingandunloading,handling,distribution,pac kaging,circulationprocessing,informationprocessing,suchasintegratedlogisticsactivitie s,toserviceinthecompositesRstemofregionaleconomicdevelopment.Itrequirestheintegra tion,theintegrationoflogisticsmanagement,namelRtomeetuserneedsforthepurpose,tothe goods,servicesandrelatedinformationfromthesuppliertoaccepttotheefficientflowofplan ning,eRecution,andcontrolactivities,istheorganicunitRofcash-flow,informationflowand cashflow.3.2Relationshipofregionallogisticssubject,objectandcarrier Regionallogisticshasthecharacteristicsofmulti-levelandmulti-dimensionalstructure,itsb asicelementsincludelogisticsmainbodR,objectandlogisticscarrier,andthestructureoftheb asicelementsandtheircompletesRstem,eachelementshowdifferentfeatures,thusformingt hefunctionoftheregionallogistics.RegionallogisticsmainbodRisdirectlRinvolvedinorsp ecializedisengagedintheeconomicorganizationofregionallogisticsactivitR,includingthe ownerofthegoodsFlow,thethirdpartRlogisticsenterprise,storageandtransportationenterprise,etc.Logisticsi sthesupplRchainlogisticschannels,thestartingpointandendpointofconnectioninthewhole courseoftheregionallogisticsactivitRplaRsadominantanddecisiverole.Elementsoftheint egratedlogisticssubjectistheessentialcharacteristicofmodernlogistics.Therefore,theelementsoflogisticsasoneofthemainbodR,logisticshasadecisiveroleinthedevelopmentoflogis ticsindustrR.SimilaraccumulationandregionaleconomRindustrR,regionallogisticsalsoe mphasizesthelogisticsmainbodRaccumulation,logisticsmainbodRinspaceisbeneficialto promotethelogisticsactivitiesoflarge-scale,intensive,bodRdevelopment,itisalsoaregion allogisticspark,logisticscenter,theobjectivebasisoftheformationofdistributioncenters,an dregionallogisticspark,logisticscenteranddistributioncenterdeterminesthespatialstructu reoftheregionallogisticssRstem.3.3Regionallogisticsandregionaleconomicrelations RegionallogisticsisanimportantpartofregionaleconomR,theeRistenceanddevelopmento fregionallogisticsisthepremiseofeRistenceanddevelopmentofregionaleconomR,noregio naleconomRtherewouldbenoregionallogistics.Regionallogisticsandregionaleconomicd evelopmentlevel,iscloselRrelatedtothescaleandthelevelofthedifferentregionaleconomic shape,sizeandindustrR,determinesthelevelofregionallogistics,thescaleandstructureform .LogisticsisalwaRsaccompaniedbRbusinessflow,themoreadvancedtheregionaleconom R,manufacturingandtradingmoreactive,thelogisticsindustrRasaserviceindustrRwillhav eagoodcustomerbaseandmarketinfrastructure,thegreaterthechanceoflarge-scaledevelop ment.Ontheotherhand,theregionaleconomicdevelopmentisinseparablefromthedevelop mentofregionallogisticsandregionallogisticstoprovidesupportandguaranteeforthedevel opmentofregionaleconomR,thedevelopmentoftheregionallogisticswilldriveandpromot ethefurtherdevelopmentofregionaleconomR.Thus,regionallogisticsandregionaleconom RistheunitRofinterdependence.RegionaleconomRisthepremiseandfoundationofregiona llogisticsdevelopment,isthedominantforceintheregionallogisticsdevelopment;Regional logisticsisanimportantpartofregionaleconomR,istheregionaleconomicsupportsRstem,a ndservetheregionaleconomR.RegionallogisticsdevelopmentgoalandstrategRmustobeR andservetheregionaleconomicdevelopmentgoalsandstrategies.4Regionallogisticscompetitiveness Regionallogisticscompetitivenessreferstoacertainspacerange(generaladministrativeare aastheborder,acrossregions),thelogisticsindustrRaredifferentfromotherareasoftheassign mentofresourceswasmadeintheadvantage,thelogisticsenterprises,governmentpolicRsup portandindustrialinnovationabilitR,eventuallRembodiedthroughregionalinternalbenign competitionwillbemorethanallkindsofresources,theabilitRtoeffectivelRintegratetoform acomplementarRandintegratedabilitRsRstem,reflecttheregionalcomparisonofcompetiti vepowerinthelogisticsactivitR,reflectthesizeoftheregionallogisticsserviceabilitRandthe logisticsindustrRdevelopmentlevelofhighandlow.Thecompetitivenessoftheregionallogi sticsismainlRcomposedofsiRbasicelementsconstitute:socialandeconomicdevelopmentl evel,scaleoflogisticsdemandandsupplRconditionoflogistics,thelogisticsdevelopmentofl ogisticsindustrRintheenterpriseinformationdevelopmentlevel,developmentlevel,themacroenvironment.4.1Thesocialandeconomicdevelopmentlevel Comprehensivesocialandeconomicdevelopmentlevelreflectstheregionallogisticscompe titivenesslevelofsocialeconomicbasis,istheguaranteeofdevelopmentofregionallogistics competitiveness,toprovidesupportforthesustainabledevelopmentofregionallogistics,fro mtheothersidealsoreflectsthecompetitivenessofregionallogisticsdevelopmentpotentiala ndpower.4.2Thelogisticsdemandscale LogisticsdemandscaleismainlRreferstothelogisticsservicesinthefieldsuchasproduction, consumptionandcirculationquantitRandscale,tosomeeRtent,restrictedbRlocalresourcec onditions,itreflectsaregion,thedemandforlogisticsservicelevelandsize:thesizeofthelogis ticsdemand,determinesthesizeofthelogisticsmarketcapacitR,isthepremiseofeRistencean ddevelopmentofregionallogisticsindustrRandthefoundation.4.3LogisticssupplRcondition ThesupplRconditionoflogisticsreferstothelogisticsinfrastructureprovidedforthedevelop mentofthelogisticsindustrR,allkindsoflogisticstechnologRandequipment,isengagedinth elogisticsservicesenterprisesandthecorrespondingprofessionalssuchasthenumberandsiz eoftrafficcapacitRandregionalsituation,thecomprehensivereflectionofregionallogisticss upplRcapacitRandservicelevel,reflectstheeffectonthedevelopmentofthelogisticsindustr Rtopromoteandsatisfaction,isthemainfactoroftheformationanddevelopmentofregionall ogisticscompetition.4.4Logisticsenterprisedevelopmentlevel Logisticsenterprisecomprehensivedevelopmentlevelreflectstheregionallogisticsmainbo dR'sabilitRtoprovidelogisticsservicesandmeetcustomerdemand,embodiesthesubjectofl ogisticsoperationlevel,mainlRincludingtheenterprisecompetitionabilitR,profitabilitRan dperformancelevel,reflectacertainperiodoflogisticsenterprisesintheareaoftheoveralllev elofdevelopment,isthekeRfactorfortheformationofregionallogisticscompetitiveness. 4.5Informationdevelopmentlevel MainlRreferstotheregionalinformationdevelopmentlevelofinformationdegreeandthelev elofinformationtechnologR.Logisticsisbasedoninformationflow,logisticshasbecomemo reandmorerelRonthewholeprocessofaccesstoinformation.ManRlogisticsenterpriseshav eestablishedtheirowninformationmanagementsRstemasacrucialtothedevelopmentofitsc orecompetitiveness,thedevelopmentlevelofinformationistheoneimportantfactorforthef ormationofregionallogisticscompetitivenesslevel.4.6Logisticsmacroenvironment MacroenvironmentreferstothelogisticsindustrRdevelopmentoflogisticsindustrRdevelo pmentplanning,landusepolicR,taRpolicR,marketaccesspolicR,talenttraining,suchasthesoftenvironment,affectingthedevelopmentoflogisticsindustrRreflectstheeRternalenviro nmentforthedevelopmentofthelogisticsindustrRtoprovidefavorableconditionsandtheen vironmentsupport.译文区域物流竞争力研究作者MahpulaA摘要当前，物流的发展正呈现出物流需求快速上升、市场容量不断扩大、物流基础设施建设加速、第三方物流快速成长的趋势，整个物流产业正朝着信息化、全球化和专业化的方向发展。
工商管理专业英语unit13 Integrated Logistics Management
Key Terms and Concepts
➢ Integrated logistics management: Integrated logistics management is a logistics concept that emphasizes the teamwork, both inside the company and along all the marketing channel organizations, in order to maximize the performance of the entire distribution system 综合物流管理
定制的
• distributor: n. One that markets or sells merchandise,
especially a wholesaler. 发行者，销售者
• consolidator: n. 集运人 • replenishment: n. to fill up again 补给，补充 • stock up: 采购，囤积 • bin: n. A container or enclosed space for storage 箱柜 • designated: adj. To point out or call by a special name指定
Business School of Nankai University
Text
• Building Channel Partnerships
• The members of a distribution channel are linked closely in delivering customer satisfaction and value. One company’s distribution system is another company’s supply system. The success of each channel member depends on the performance of the entire supply chain. For example, Wal-Mart can charge the lowest prices at retail only if its entire supply chain— consisting of thousands of merchandise suppliers, transport companies, warehouses, and service providers—operates at maximum efficiency.
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《IBM Burlington's Logistics Management System》 论文阅读报告
学院: 经济管理学院 授课时间: 2015-2016学年第一学期 课程名称: 物流管理专业研究方法论与创新教育
学生姓名: 王杰（13241090）黄思翔（13241007） 骆叶菲（13241014）杨晖彦（13241307） 任课教师: 张菊亮 提交日期: 2015年12月30日 论文阅读报告 论文题目：IBM Burlington's Logistics Management System 作者：GERALD SULLIVANKENNETH FORDYCE 论文摘要 IBM的物流管理系统（LMS）是一个基于交易的决策集成与基于知识的专家支持实时嵌入式系统，其作用为对IBM在Burlington的半导体设备制造实施调度、监控和控制。Burlington工厂为IBM的产品线生产提供所需的逻辑和记忆芯片和组件。由高级工业工程部门研发的LMS有助于企业改良生产，提高绩效，且对改善生产设备的运作有着重要的作用。 论文结构 第一部分分析建立LMS的必要性 一、对生产计划和决策的分析 文章中根据决策窗口的时间范围把半导体生产计划划分为4种： 战略计划 考虑6个月到7年内的问题。此时决策考虑到的是生产线变化、可用设备种类变化、制造流程变化和可用工人的数量等问题的影响。 运作计划 考虑未来几个月至2年内的问题。此时根据需求的变化做出相应决策。需求点位于Vermont州Burlington市附近，为IBM现有和未来的产品生产开发和制造半导体记忆芯片和逻辑子系统。Burlington生产IBM生产线所需的、复杂的电脑部件。 战术计划 处理企业在未来几周到6个月内遇到的问题。此时决策与以下因素有关：启用生产线计划、估计订单交付期限、需要延长多少时间、最后关头的资本购买、操作训练、修正机器在生产过程的投入、收益率曲线的影响及新产品的生产过程推进。 指派计划 针对的是未来几个小时至几周内出现的问题。指派决策需要对实际制造流和物流实行监控。制定决策的相关因素有：在已有（或最新）产品制造中实行检验批量与实行常规制造批量之间权衡、提前较迟的批量、规划定期检修的停工时间、生产同类产品以减少安装时间、给设备指派员工、填补空缺、在设备故障后重新恢复生产流。 上述四种生产计划分别由不同的部门单独负责决策，某些情况下各部门的决策互不影响，而某些情况下各部门决策会互相关联、互相牵制。虽然资源充足时(如设备和人力资源充足、生产时间充足时)也可协调各部门独立的决策，但这造成了资源的闲置和浪费。 另外，文献也提到，制定半导体生产计划的困难原因有： 1.设备的组合复杂度高。工序和产品数目、生产设备和车间人员给定后，可在某一时段内安排特定的设备生产多批产品。 2.环境不确定性高。长远来说，半导体制造需要启用新生产线与关闭旧生产线、用新设备替代旧设备并重新分配车间工人。短期来看，制造过程和设备的固有特性使得在订单变化时，生产计划会出现频繁的变动。 二、对芯片制造过程复杂性的分析 文献中分析IBM芯片制造的复杂性体现在以下几点： 1.加工环节多，产品数量大。每年，Burlington工厂生产约13,000种芯片。芯片由硅晶片经过加工后得到。原始硅晶片大致需要经过三个加工环节：氧化、光刻和漫射。这三个环节中总共包含约200个复杂的细分加工环节，每个环节都需要不同的专用工具完成加工。芯片成品上包含数以千计的电子元件和晶体管。 2.设备数量、处理能力和加工的产品不同。加工流水线上设备的价值不同，对设备的利用程度也有高有低。如文中提到光刻机就是价值和利用率均很高的设备，但数量很少。这类设备在造成了流水线的瓶颈，大量的晶片迅速经过上一个简单的加工环节后，需要滞留一段时间，等候光刻机加工，使某些晶片上的感光层可能会失效。每种芯片在每个环节对应的加工设备也不相同，流水线上的操作员也需要清楚每种芯片的下一环节去向。 生产线上的各种因素(如芯片种类、设备种类、设备数量等)经过组合构成了芯片生产的复杂性，环境的不确定性也提高了对芯片生产的要求。因此，为了应对生产中复杂度高、环境不确定性强两个问题，并在充分利用资源的基础上达到提高产量、提高服务能力和控制成本的生产目标，有必要在芯片生产上应用物流管理系统。 第二部分 LMS架构和模块实现 LMS的基本架构如图： IBM的LMS是一个实时系统，为所有员工提供指派计划决策支持。LMS为应对指派决策所要求的紧密关联性，会在淡季时利用需求信息安排生产，做到提高产量和服务能力，从而提高生产绩效，并保证产品质量。 LMS实时收集和存储生产交易数据，同时维护并提供知识库和模型库入口。用户和分析员可以很容易地根据需要更新知识库和模型库。系统包括： (1)数据库。包含最新生产交易数据。如机器状况、货物地点、货物期限和操作员是否有空； (2)知识库。包含信息有如交易信息(是否进行货物移动、设备状态改变、订单更改等)、货物种类信息、某一产品所需的安装环节、安装时间、重做需求、测试需求、报警规则、路径选择、生产率、首选工具、操作培训、操作员排班、设备平均故障时间。 (3)模型。能够估计出产品比生产计划超前或滞后的时间和产品的相对优先状态；识别具有相同设置要求的产品；建立总流量控制标准，并利用这些标准指导生产，防止出现对全局不利
维护和更新 收集和存储交易数据(由GATEWAY实现) 建立和改变知识库(由XEN和APL2实现) 建立和改变模型(由XEN和APL2实现)
数据库 知识库 模型库 模块的集成 将每个模块生成的信集成为可供查询的信息 由GATEWAY和IQM实现
用户界面 由MAT和IQM实现 被动 灵活 处理信息请求 处理信息陈列 通过界面做出警报和建议 调节 由ALERT和DDM实现 主动 监控交易 发出警报 推荐操作 通过LMS用户界面和办公系统交流
办公系统 的局部最优化，评估设备投入的影响。 (4)启发式算法。能通过整合数据、知识和模型来识别、确定已有产品的机遇、产品的增加和删减、资产购进、人力计划、生产工序变化等等。 LMS的实现步骤和功能如表格所示：
物流管理系统 LMS
系统实现步骤 系统模式 步骤1：实现数据实时收集，记录货物和设备的实时状态 组件：GATEWAY 决策支持模式 (Decision Support Mode) 功能： 1.收集、筛选、整理零散数据 2.分析处理数据，获取并存储关于生产、货物、交易等的实时信息 3.用户可便利查询信息，获得决策支持
步骤2：将数据转化为有用信息，建立用户友好的决策支持界面，实现信息的查询 组件：GATEWAY、IQM、MAT
步骤3：建立监控系统， 组件：ALERT 干预模式
(Intervention Mode) 功能： 1.由知识库模块确定异常情况或是需要调整的制作流程，并发出警报提醒 2.针对不同的目标导向(如减少生产时间、提高服务能力、提高设备利用率等)给出决策建议
步骤4：实现系统应对异常情况功能，并进行指派决策 组件：DDM(Dispatch Decision Maker)
第三部分 LMS的使用 IBM会为使用LMS的产品配备一支专门的系统协调团队。团队成员初期利用交易数据、知识库和模型为产品组建立相关的信息库，并以此为基础建立一个功能完备的决策支持模式。已有广泛的用户使用决策支持模式和干预报警模式，启用指派决策制定模式(DDM)前，产品组团队需要对相关问题进行详细分析，并针对这些问题为决策系统编写启发式算法。部分产品的一些关键部件已用到指派决策制定模式。文献中列举两个案例证明DDM能带来生产绩效的显著提高。如案例1中DDM提高了瓶颈设备的使用率和生产率，降低了设置时间。最终将产量提高了35%，并大幅降低了成本开支。案例2中产品的交付时间得到了保证，服务能力提升。 但文章中提到，尽管DDM能显著提高物流绩效，但并不是所有产品都使用DDM，一般只有部分组件使用了DDM模式，原因有： (1)DDM模式给出的决策支持不能适用于所有情况 (2)在其他决策支持模式积累了一定的经验，形成经验库之前，不适宜启用DDM (3)DDM需要更高的复杂度和对问题更多更充分的分析 阅读收获 1.关于物流信息系统 文献中介绍的IBM物流管理系统属于物流决策支持系统，系统功能和子系统组成如下： 物流决策支持系统主要功能 子系统名称 功能
1.数据统计 2.运作监控 3.绩效监管 4.在线分析 5.业务计划 数据子系统 维护、检索、管理和存储物流决策支持系统所需的全部数据；从外部数据库获取原数据。 模型子系统 存储、维护和管理相应决策活动所要求的模型。包括运筹学模型、统计分析模型、模拟模型、启发式模型和经验模型。 知识子系统 收集、存储和处理在决策过程中所需的知识，包括特定领域知识、专家决策知识和经验知识。解决决策问题时通过知识推理分析进行问题识别和分析。
调度子系统 问题识别、问题分析、系统控制和协调。
用户界面子系统 接收用户请求，为用户提供所需的信息。