商务英语5 翻译

5.1 International Supply Chain 5.1 国际供应链The latest in systems coordination involves the supply chain.在最新的系统协调 涉及 到供应链。The supply chain consists of all the organization that move goods（货物流通） and services from the source of raw materials to the final customer. 包括所有的组织，将货物从原料来源到最终客户服务。The supply chain is longer than a channel of distribution because it includes suppliers to manufacturers, whereas the channel of distribution begins with manufacturers. 供应链是一个比较长的分销渠道，因为它包括供应商、 制造商 ，然而渠道销售始于制造商。Channels of distribution are part of the overall supply chain. 分销渠道是整个供应链的一部分。Included in the supply chain, therefore, are farmers, miners, suppliers of all kinds (e. g. parts, equipment , supplies), manufacturers, wholesalers, and retailers. 在供应链包括，因此，是农民，矿工，各类供应商（如零件，设备，物资），制造商，批发商和零售商。Many companies have developed software that makes it possible to coordinate the movement of goods and information so that consumer wants can be translated into products with the least amount of materials, inventory, and time.许多公司已经开发的软件，使协调货物和信息的运动，让消费者的需求转变成产品用最少的材料、 库存 和时间。The flows among firms are almost seamless.企业间的流动几乎天衣无缝。Naturally, the systems are quite complex and quite expensive, but they pay for themselves in the long run because of inventory savings, customer service improvement and responsiveness to market changes.当然，这些系统相当复杂，相当昂贵，但他们为自己支付的储蓄，因为库存，客户服务的改善和市场变化的反应能力长期运行。5. 1. 1 A Definition of International Logistics一个国际物流的定义For the international firm, customer locations and sourcing （得到供货）opportunities are widely dispersed. 对于国际公司，客户地点和采购的机会都很 分散 。The firm can attain a strategically advantageous position only if it is able to successfully manage complex international networks, consisting of its vendors, suppliers, other third parties and its customers.该公司能够达到 一个战略优势地位 只有它能够成功地管理复杂的国际网络，其组成供应商，供应商和其他第三方和客户。Neglect of linkages within and outside of the firm brings not only higher costs but also the risk of eventual non-competitiveness, due to diminished market share, more expensive national logistics and supply-chain supplies, or lower profits. 忽视内部和外部联系的公司带来的不仅仅是更高的成本，也是 最终 无竞争力的风险，由于市场份额的减少，更昂贵的国家物流与供应链用品，或更低的利润。Effective inter management can produce higher earnings and greater corporate efficiency, which are the cornerstones to corporate competitiveness有效的国际管理可以产生更高的收益和提高企业效率，这是对企业竞争力的基石This chapter will focus on international logistics and supply-chain management. 本章将重点放在国际物流和供应链管理。Primary areas of concentration will be the linkages between the firm, its suppliers, and its customers, as well as transportation, inventory, packaging, and storage issues. 集中主要领域将是公司之间，供应商，其客户，以及运输，库存，包装和储存问题之间的联系。The logistics management problems and opportunities that are peculiar to international business will also be highlighted.物流管理的问题和机遇是特有的国际业务也将得到强调。 International logistics is design and management of a system that controls the flow of materials into, through, and out of the international corporation（跨国公司）. 国际物流是设计和控制系统，物料进入，流过，出了国际公司。It encompasses the total movement concept by covering the entire range of operations concerned with goods movement, including therefore both exports and imports simultaneously.它包括通过覆盖了与货物流动有关行动的整个范围，包括出口和进口，因此同时 整体运动 的概念。By taking a systems approach, the firm explicitly recognizes the linkages among the traditionally separate logistics components within and outside of corporation.通过采取系统方法，该公司明确承认之间的内部和外部的独立物流公司的传统组成部分之间的联系。 By incorporating the interaction with（与，互相作用） outside organizations and individuals such as suppliers and customers, the firm is enabled to build on jointness of purpose by all partners in the areas of performance, quality and timing. 通过合并与外部组织以及诸如供应商和客户的 个人 互动，该公司已启用的目的就在建立联合作战的性能，质量和时间方面的所有合作伙伴。As a result of implementing these systems considerations successfully, the firm can develop just-in-time (JIT) delivery for lower inventory cost, electronic data interchange (EDT) for more efficient order processing, and early supplier involvement (ESI) for better planning of goods development and movement.由于成功地实施这些系统的考虑结果，该公司可以开发刚刚及时（JIT）的低库存成本，电子数据交换更高效的订单处理（EDI），以及更好的供应商早期参与计划（ESI）的交付商品的发展和运动。In addition, the use of such a systems approach allows a firm to concentrate on its core competencies and to form outsourcing alliances with other companies. 此外，这种系统方法的使用允许一个公司专注于其核心竞争力， 形成 与其他公司外包联盟。For example, a firm can choose to focus on manufacturing and leave all aspects of order filling and delivery to an outside provider.例如，一家公司可以选择专注于生产和灌装离开秩序和交付的所有方面，外部供应商。 By working closely with customers such as retailers, firms can also develop efficient customer response (ECR) systems, which can track sales activity on the retail level.通过与客户密切合作，如零售商，企业也可以开发高效的客户响应（ECR）系统，可以跟踪在零售层面销售活动。As a result, manufacturers can precisely coordinate production in response to actual shelf replenishment needs, rather than based on forecasts.因此，制造商可以精确地响应协调生产实际的需要，而不是对上货架补货的预测的基础上。Two major phases in the movement of materials are of logistical importance. 材料中的两个运动的主要阶段是后勤的重要性。The first phase is materials management, or the timely movement of raw materials, parts, and supplies into and through the firm. 第一阶段是物料管理，或者是原材料， 零部件 和用品的公司进入和通过及时的运动。The second phase is physical distribution, which involves the movement of the firms finished product to its customers. 第二阶段是物流，它涉及到该公司的成品运动，它的客户。In both phases, movement is seen within the context of the entire process. Stationary periods (storage and inventory) are therefore included.在这两个阶段，运动被认为是在整个进程中。固定时段（储存和库存），因此包括在内。 The basic goal of logistics management is the effective coordination of both phases and their various components to result in maximum cost effectiveness while maintaining service goals and requirements.对物流管理的基本目标是和他们的两个阶段的各个组成部分的有效协调，以在最大成本效益的结果，而维持服务的目标和要求。The growth of logistics as a field has brought to the forefront three major new concepts:物流的增长，在这一领域 三大新概念 已引起人们的注意：The systems concept, the total cost concept, and the trade-off concept. 系统的概念，总成本的概念，并权衡的概念。The systems concept is based on the notion that materials-flow activities within and outside of the firm are so extensive and complex that they can be considered only in the context of（在，背景下，在。情况下） their interaction.系统概念是基于这一观点，材料流活动，在公司内外是如此广泛和复杂，他们只能在他们的互动中加以考虑。 Instead of each corporate function, supplier, and customer operating with the goal of individual optimization, the systems concept stipulates that some components may have to work suboptimally to maximize the benefits of the system as a whole.而不是每个企业的功能，供应商，并与个人目标客户 优化 经营，系统的概念规定，某些组件可能不是最优的工作，以最大限度地发挥整个系统的好处。The systems concept intends to provide the firm, its suppliers, and its customers, both domestic and foreign, with the benefits of synergism expected from the coordinated application of size.该系统的概念是要提供公司，供应商，其客户，包括国内和国外具有协同作用，从规模协调实施预期效益。In order for the systems concept to work, information flows and partnership trust are instrumental. 了使系统的概念得以其作用，信息流和合作伙伴的信任是工具。Logistics capability is highly information dependent, since information availability influences not only the network planning process but also the day-to-day decisions that affect performance. 物流能力是高度依赖信息，因为信息的可用性不仅影响了网络规划进程，而且日常的日常决策会影响性能。Long-term partnership and trust are required in order to forge closer links between firms and managers. An abuse of power is the fastest way to build barriers to such linkages.长期的合作关系和信任是需要的，以便企业和管理者之间建立更 密切的联系 。滥用权力是最快的方式来建立这种联系的障碍。A logical outgrowth of the systems concept is the development of the total cost concept. 一个合乎逻辑的系统概念的产物，是总成本的概念的发展。To evaluate and optimize logistical activities, cost is used as a basis for measurement. 为了评估和优化后勤活动，成本是用来作为计量基础。The purpose of the total cost concept is to minimize the firms overall logistics cost by implementing the systems concept appropriately. 在总成本的概念，目的是通过实施适当的系统概念，尽量减少该公司的整体物流成本。Implementation of the total cost concept requires that the members of the system understand the sources of costs.实施总成本的概念，必须使该系统的成员了解费用的来源。阿斯顿 To develop such understanding, a system of activity-based costing has been developed, which is a technique designed to more accurately assign the indirect and direct resources of an organization to the activities performed based on consumptions In the international arena, the total cost concept must also incorporate the consideration of total after-tax profit, by taking the impact of national tax policies on the logistics function into account. 实现这样的理解，对作业成本法已经制定，其目的是更准确地分配给一个组织的直接和间接的活动，资源，技术为基础的系统上进行消费在国际舞台上，总成本的概念也必须纳入考虑总税后利润走对物流国家税收政策的影响，功能考虑。The objective is to maximize after-tax profits rather than minimizing total cost. 其目的是最大限度地减少总成本，而不是税后利润。Tax variations in the international arena often have major consequences. Therefore, the focus can be quite important.税务变化通常在国际舞台上有很严重的后果，因此，重点是相当的重要。The trade-off concept, finally, recognizes the linkages within logistics systems that result from the interaction of their components. 权衡的概念，最后，确认在物流系统的联系，从他们的成分相互作用的结果。For example, locating a warehouse near the customer may reduce the cost of transportation. 例如，定位附近的一个仓库可能会降低客户的运输成本。However, additional costs are associated with new warehouses.然而，更多的成本都与新的仓库。Similarly, a reduction of inventories will save money but may increase the need for costly emergency shipments.同样，库存的减少将节省的钱，但可能会增加昂贵的紧急运输需要。Managers can maximize performance of logistics systems only by formulating decisions based on the recognition and analysis of such tradeoff.经理们可以最大限度地表现物流系统 只有通过最大限度地制订关于承认和权衡分析等进行决策的物流系。A trade-off of costs may go against ones immediate interests.权衡的成本可能违背了一个人的切身利益。Consider a manufacturer building several different goods.考虑制造商的建设几个不同的商品。The goods all use one or both of two parts, A and B, which the manufacturer buys in roughly equal amounts. Most of the goods produced use both parts. 所有货物使用一个或两个部分，A 和 B，它们的制造商都购买金额 大致相等。大多数的产品使用两部分。The unit cost of part A is $7, of part B, $10. Part B has more capabilities than part A; in fact, B can replace A. 对部分单位的成本一个是$ 7，B 部分，10 元。比起 A 部分 B 部分更多的功能，事实上，B 可以取代 A 部分：If the manufacturer doubles its purchases of part B, it qualifies for a discounted $8 unit price.如果制造商的购买乙部分，它以折扣价为 800 单位资格。For products that incorporate both parts, substituting B for A makes sense to qualify for the discount, since the total parts cost is $17 using A and B, but only $16 using Bs only.购买大多数商品生产使用的两个部分。代以 B 为一个有意义的可以享受折扣，总零件成本 17 美元使用 A 和 B，但只有 16 元以 BS。Part B should therefore become a standard part for the manufacturer乙方应因此成为一个标准零件制造商。But departments building products that only use part A may be reluctant to accept the substitute part B because, even discounted, the cost of B exceeds that of A. Use of the trade-off concept will solve the problem.但是，建筑产品部门使用的部分，只有一个可能不愿意接受替代部分 B，因为，即使打折，B 的成本超过了甲，权衡概念的使用将解决这一问题。5. 1. 2 Supply Chain Management 5.1. 2 供应链管理The integration of these three concepts has resulted in the new paradigm Of supply-chain management, where a series of value-adding activities connect a companys supply side with its demand side.这三个概念的融合，导致了供应链管理的新模式，凡增值系列活动连接公司与供应方面的需求方。 This approach views the supply chain of the entire extended enterprise, beginning with the suppliers suppliers and ending with consumers or end users.这种方法的意见，整个扩展型企业的供应链，开始与供应商的供应商和消费者或最终用户的结局。The perspective encompasses the entire product and information and funds flow that form one cohesive link to acquire purchase convert/manufacture, assemble, and distribute goods and services to the ultimate consumers.透视涵盖了整个产品和信息流与资金流，形成一个凝聚力的收购，购买链接转换/制造，组装和销售的商品和服务的最终消费者。The implementation effects of such supply-chain management systems can be major. Efficient supply-chain design can increase customer satisfaction and save money at the same time.上述供应链管理系统的实施效果可以是重大。高效的供应链设计，可提高客户满意度和保存在同一时间，金钱。For example, it has permitted Wal-Mart, the largest U. S. retailer, to reduce inventories by 90 percent has saved the company hundreds of millions of dollars in inventory holding costs, and allows it to offer low prices to its customers. .例如，它已经允许沃尔玛，美国最大的零售商，以减少库存节省百分之九十的库存持有成本的数百万美元的公司数以百计，并允许它低廉的价格提供给客户。On an industry- wide basis, research has indicated that the use of such tools in the structuring of supplier relations could reduce operating costs of the European grocery industry by $27 billion per year, with savings equivalent to a 5.7 percent reduction in price. 在全行业的基础上，研究表明，这种工具的供应商关系结构的使用能减少 27 美元每年 20 亿元的欧洲食品行业的经营成本，节省相当于减少百分之 5.7 的价格。Clearly, the use of such strategic tools will be crucial for international managers to develop and maintain key competitive advantages 显然，这样的战略工具的使用将是至关重要的国际管理发展和保持竞争优势的关键。5. 1.2. 1 The Impact of International Logistics 5.1.2.1，国际物流的影响Logistics costs comprise between 10 and 30 percent of the total landed cost of an international order. 物流成本占 10 至 30 总数的百分之降落的国际秩序的成本。9 International firms already have achieved many of the cost reductions that are possible in financing and production, and are now beginning to look at international logistics as a competitive tool. 9 国际公司已实现了降低成本的可能是在融资和生产，现在又开始在国际物流看作是一个竞争工具很多。Research shows that the environment facing logistics managers in the next ten years will be dynamic and explosive. 研究表明，环境面临的未来十年将是动态的物流管理人员和爆炸。Technological advances and progress in communication systems and information-processing capabilities will be particularly significant in the design and management of logistics systems.技术进步和通信系统和信息处理能力的进步，特别是在将物流系统设计和管理具有重要意义。 For example, close collaboration with suppliers is required to develop a just- in-time inventory system, which in turn may be crucial to maintaining manufacturing costs at globally competitive levels. 例如，与供应商紧密合作是必须制定一个公正的即时库存系统，这反过来又可能是至关重要的水平保持在全球竞争力的制造成本。Yet, without electronic data interchange, such collaborations or alliances are severely handicapped. 然而，没有电子数据交换，这样的合作或联盟的严重伤残人士。While most industrialized countries can offer the technological infrastructure for such computer-to-computer exchange of business information, the application of such a system in the global environment may be severely restricted.虽然大多数工业化国家可以提供这种电脑对电脑的业务信息交换技术基础设施，这样的系统在全球环境中的应用可能会受到严重限制。It may not be just the lack of technology that forms the key obstacle to modern logistics management, but rather the entire business infrastructure, ranging from ways of doing business in fields such as accounting and inventory tracking, to the willingness of businesses to collaborate with each other.它可能不是仅仅是缺乏关键技术，形成了现代物流管理的障碍，而是整个商业基础设施，从做，例如会计和库存跟踪领域的经营方式，向企业愿意与各其他。A contrast between the United States and Russia is useful here.一间美国和俄罗斯的对比是有用的。In the United States, 40 percent of shipments are under a just-in-time/quick response regime.在美国，百分之 40 的出货量正在刚好及时/迅速的反应制度。For the U. S. economy, the total cost of distribution is close to 10 percent of GNP. 对于美国经济，分配的总成本接近国民生产总值的百分之十。By contrast, Russia only now is beginning to learn about the rhythm of demand and the need to bring supply in line 协调. 相比之下，俄罗斯现在才开始了解需求和需要，以便使其符合供应节奏。The country is battling space constraints, poor lines of supply, nonexistent distribution and service centers, limited rolling stock, and inadequate transportation systems. 该国正在努力奋斗空间的限制，供应，销售和服务中心不存在的，有限的贫困线机车车辆，运输系统和不足。Producers are uninformed about issues such as inventory carrying costs, store assortment efficiencies, and replenishment techniques. 生产者不了解情况的问题有关，如库存成本，储存分类效率，并补充技术。对信息的发展和交流系统集成供应商，分销商的联盟，以及有效的沟通系统，只需要了解甚少。The need for information development and exchange systems, for integrated supplier-distributor alliances, and for efficient communication systems is only poorly understood.因此，分销成本维持在大大高于国民生产总值的百分之 30，阻碍国内经济和国际竞争力受到严重限制。As a result, distribution costs remain at well above 30 percent of GNP, holding back the domestic economy and severely restricting its international competitiveness. Unless substantial improvements are made, major participation by Russian producers in world trade will be severely handicapped, since the high logistics and transaction costs let Western buyers encounter high “frictional resistance” in their procurement process.除非作出重大改进，由俄罗斯生产商在世界贸易中主要的参与将是严重残疾的，因为物流和交易成本高，让西方买家在采购过程中遇到高“摩擦力”。Logistics and supply-chain management increasingly are the key dimensions by which firms distinguish themselves internationally. Given the speed of technological change and the efficiency demands placed on business, competitiveness, international sales growth, and international business success increasingly will depend on the logistics function.物流与供应链管理越来越多的主要方面，其中国际企业脱颖而出。由于技术变革和业务的效率，竞争力，国际销售增长放在需求，以及国际业务成功的速度将越来越依赖于物流功能。5. 1. 3 Management of International Logistics 5.1.3 国际物流管理The very purpose of a multinational firm is to benefit from system synergism and a persuasive argument can be made for the coordination of international logistics at corporate headquarters. 多国公司的宗旨是从系统中受益增效和可以为在公司总部协调国际物流方面有说服力的论据。Without coordination, subsidiaries will tend to optimize their individual efficiency but jeopardize the efficiency of the over-all performance of the supply chain.没有协调，子公司将趋于优化的效率，而且危及他们个人的过度所有的供应链绩效的效率。5. 1.3. 1 Centralized Logistics Management 5.1.3.1 物流集中管理A significant characteristic of the centralized approach to international logistics is the existence of headquarters staff that retains decision-making power over logistics activities affecting international subsidiaries. 一个集中的方式对国际物流显着特点是总部工作人员的存在，保留决策的权力超过国际全资附属机构对物流的影响。If headquarters exerts control, it must also take the primary responsibility for its decisions. 如果总部施加控制，还必须采取其决定的主要责任。Clearly, ill will may arise if local managers are appraised and rewarded on the basis of a performance they do not control.显然，恶意可能出现如果当地管理者评价和对他们的表现无法控制的基础上给予奖励。This may be particularly problematic if headquarters staff suffers from a lack of information or expertise.这可能是特别有问题，如果从总部工作人员缺乏通知或专业的信息。To avoid internal problems, both headquarters staff and local management should report to one person. 为了避免内部的问题，总部工作人员和当地管理应向一个人报告。This person, whether the vice president for international logistics or the president of the firm, can then become the final arbiter to decide the firms priorities, 这个人，无论是国际物流或该公司的总裁，副总裁可以成为最后的仲裁者来决定公司的优先次序，Of course, the individual should also be in charge of determining appropriate rewards for managers,当然，这个人也应确定为管理人员儿适当的得到奖励费，Both at headquarters and abroad, so that corporate decisions that alter a managers performance level will not affect the managers appraisal and evaluation. 在总部和在国外，使公司决策改变管理者的表现并不会影响到经理的评估和评价。Further, the individual can contribute an objective view when inevitable conflicts arise in international logistics coordination.此外，个人可以促进一个客观的看法，当不可避免的冲突发生在协调国际物流时。The internationally centralized decision-making process leads to an overall supply-chain management perspective that can dramatically improve profitability.国际中央集权的决策过程会导致整体供应链管理的角度，可以显着提高盈利能力。5. 1.3.2 Decentralized Logistics Management 5.1.3.2 物流管理分散An alternative to the centralized international logistics system is decentralization. 一个中央集权制的国际物流的选择是将权力分散。The main rationale for such decentralization is the fact that dealing with markets on a global scale can quickly lead to problems of coordination. 对这种权力下放的主要理由是，在市场交易上的全球范围内可迅速导致协调问题。Particularly when the firm serves many international markets that are diverse in nature, total centralization might leave the firm unresponsive to local adaptation needs.尤其是当公司提供许多在本质上是不同的国际市场，共集中可能离开公司，无法响应当地的适应需求。If each subsidiary is made a profit center in itself, each one carries the full responsibility for its performance, which can lead to greater local management satisfaction and to better adaptation to local market conditions. 如果每一个附属公司在本身就是一个利润中心，每个携带它的性能，从而导致更大的满意度和地方管理，以更好地适应当地市场情况的全部责任。Yet often such decentralization deprives the logistics function of the benefits of coordination.但往往这种下放剥夺的物流协调的益处的功能。For example, while headquarters, referring to its large volume of overall international shipments, may be able to extract bottom rates from transportation firms, individual subsidiaries by themselves may not have similar bargaining power, The same argument applies also to the sourcing situation, where the coordination of shipments by the purchasing fi