物流專業(yè)實(shí)用英語(yǔ)

前言

　　世界職業(yè)教育發(fā)展的經(jīng)驗(yàn)和我國(guó)職業(yè)教育發(fā)展的歷程都表明.職業(yè)教育是提高國(guó)家核心競(jìng)爭(zhēng)力的要素。職業(yè)教育的重要作用和地位，主要體現(xiàn)在兩個(gè)方面：其一，職業(yè)教育承載著滿足社會(huì)需求的重任，是培養(yǎng)為社會(huì)直接創(chuàng)造價(jià)值的高素質(zhì)勞動(dòng)者和專門人才的教育。職業(yè)教育既是經(jīng)濟(jì)發(fā)展的需要，又是促進(jìn)就業(yè)的需要。其二，職業(yè)教育還承載著滿足個(gè)性需求的重任，是促進(jìn)以形象思維為主的具有另類智力特點(diǎn)的青少年成才的教育。因此，職業(yè)教育既是保證教育公平的需要，又是教育協(xié)調(diào)發(fā)展的需要?！　∵@意味著，職業(yè)教育不僅有著自己的特定目標(biāo)——滿足社會(huì)經(jīng)濟(jì)發(fā)展的人才需求以及與之相關(guān)的就業(yè)需求，而且有著自己的特殊規(guī)律——促進(jìn)不同智力群體的個(gè)性發(fā)展以及與之相關(guān)的智力開(kāi)發(fā)。　　長(zhǎng)期以來(lái)，由于我們對(duì)職業(yè)教育作為一種類型教育的規(guī)律缺乏深刻的認(rèn)識(shí)，加之學(xué)校職業(yè)教育又占據(jù)絕對(duì)主體地位，因此職業(yè)教育與經(jīng)濟(jì)、與企業(yè)聯(lián)系不緊，導(dǎo)致職業(yè)教育的辦學(xué)未能沖破“供給驅(qū)動(dòng)”的束縛；由于與職業(yè)實(shí)踐結(jié)合不緊密，職業(yè)教育的教學(xué)也未能跳出學(xué)科體系的框架，所培養(yǎng)的職業(yè)人才，其職業(yè)技能的專深不夠，職業(yè)工作的能力不強(qiáng)，與行業(yè)、企業(yè)的實(shí)際需求以及我國(guó)經(jīng)濟(jì)發(fā)展的需要相距甚遠(yuǎn)。實(shí)際上，這也不利于個(gè)人通過(guò)職業(yè)這個(gè)載體實(shí)現(xiàn)自身所應(yīng)有的生涯發(fā)展?！　∫虼?，要遵循職業(yè)教育的規(guī)律，強(qiáng)調(diào)校企合作、工學(xué)結(jié)合，在“做中學(xué)”，在“學(xué)中做”，就必須進(jìn)行教學(xué)改革。職業(yè)教育教學(xué)應(yīng)遵循“行動(dòng)導(dǎo)向”的教學(xué)原則，強(qiáng)調(diào)“為了行動(dòng)而學(xué)習(xí)”、“通過(guò)行動(dòng)來(lái)學(xué)習(xí)”和“行動(dòng)就是學(xué)習(xí)”的教育理念，讓學(xué)生在由實(shí)踐情境構(gòu)成的以過(guò)程邏輯為中心的行動(dòng)體系中獲取過(guò)程性知識(shí)，去解決“怎么做”（經(jīng)驗(yàn)）和“怎么做更好”（策略）的問(wèn)題，而不是在由專業(yè)學(xué)科構(gòu)成的以架構(gòu)邏輯為中心的學(xué)科體系中去追求陳述性知識(shí)，只解決“是什么”（事實(shí)、概念等）和“為什么”（原理、規(guī)律等）的問(wèn)題。由此，作為教學(xué)改革核心的課程，就成為職業(yè)教育教學(xué)改革成功與否的關(guān)鍵?！　‘?dāng)前，在學(xué)習(xí)和借鑒國(guó)內(nèi)外職業(yè)教育課程改革成功經(jīng)驗(yàn)的基礎(chǔ)之上，工作過(guò)程導(dǎo)向的課程開(kāi)發(fā)思想已逐漸為職業(yè)教育戰(zhàn)線所認(rèn)同。

內(nèi)容概要

《物流專業(yè)實(shí)用英語(yǔ)》由10個(gè)單元組成，大致構(gòu)成了明晰的物流專業(yè)體系，基本涵蓋了國(guó)際物流專業(yè)方面的代表性內(nèi)容。每個(gè)單元有聽(tīng)力、閱讀、口語(yǔ)、寫作四部分，所有內(nèi)容均圍繞本單元的主題編排，內(nèi)容突出案例、時(shí)代性，在主題內(nèi)容之前，有關(guān)于本單元主題的簡(jiǎn)要介紹，強(qiáng)調(diào)概念性內(nèi)容。所有練習(xí)形式均以全國(guó)高等學(xué)校英語(yǔ)應(yīng)用能力考試題型為模板，有利于專業(yè)英語(yǔ)和等級(jí)考試的學(xué)習(xí)。本教材提供全部練習(xí)題的參考答案和所有課文的參考譯文，方便學(xué)生自學(xué)。

書籍目錄

Unit One Introduction to logistics  Background  Part One Listening  Part Two Reading　　Text A Wal-Mart's density strategy for logistics　　Text B Definition of logistics and supply chain management （SCM）　Related reading Introduction of Wal-Mart　Part Three Speaking　Part Four WritingUnit Two Distribution　Background　Part One Listening　Part Two Reading　　Text A AESCO's order processing model　　Text B Distribution industry under the financial crisis　Related reading AESCO's business model　Part Three Speaking　Part Four WritingUnit Three Transportation　Background　Part One Listening　Part Two Reading　　Text A Alberta coalmines　　Text B Transportation　Related reading Choice of ownership　Part Three Speaking　Part Four WritingUnit Four Supply Chain Management　Background　Part One Listening　Part Two Reading　　Text A Supply Chain Management in action Dell Inc.　　Text B Supply Chain Management at Dream Beauty Company　Related reading Why is Supply Chain Management important？　Part Three Speaking　Part Four WritingUnit Five Warehouse management　Background　Part One Listening　Part Two Reading　　Text A New Age & Beyond's warehouse manage problem and solution　　Text B The Warehouse-Centric Approach　Related reading Warehouse　Part Three Speaking　Part Four WritingUnit Six Packaging　Background　Part One Listening　Part Two Reading　　Text A ABC, Inc.　　Text B The use of Loadhog's waste free packaging by automated components　Related reading Purpose of packaging　Part Three Speaking　Part Four WritingUnit Seven Logistics information management　Background　Part One Listening　Part Two Reading　　Text A Why IT has become central to logistics and supply chain strategy　　Text B Visible supply chain　Related reading Function of the logistics information systems　Part Three Speaking　Part Four WritingUnit Eight Logistic decision-making　Background　Part One Listening　Part Two Reading　　Text A Sony Ericsson: leadership through total supply chain　　Text B Industry-Based Outlook on Supply Chain and Logistics Outsourcing　Related reading AMR. How Safe Is Your Food Supply Chain？　Part Three Speaking　Part Four WritingUnit Nine Materials Management　Background　Part One Listening　Part Two Reading　　Text A Introduction to Materials Management　　Text B Just in Time and Total Quality management　Related reading Flexible production　Part Three Speaking　Part Four WritingUnit Ten New Technology in Logistics　Background　Part One Listening　Part Two Reading　　Text A DHL tests new development in Express delivery　　Text B Improved gatekeeping technology. RFID　Related reading Gatekeeping Technology　Part Three Speaking　Part Four Writing　Tapeseript參考答案參考文獻(xiàn)

章節(jié)摘錄

　　The salesperson priced the product based on AESCOs purchase price and the importance of the customer. Margins varied from 15％to s0％depending on type and size of customer；the sales department had guidelines on the appropriate markup but discretion on the exact amount. Then，the salesperson would call the customer back with a price and delivery quote.　　Once the 0rder was finalized，the delivery schedule and payment terms were set up and the inventory position was modified to reflect the new order. The delivery schedule was then transmitted to the shipping department.　Getting back quickly to customer inquiries was critical to expanding business. Most industrial buyers were squeezed for time and wanted to spend less time generating purchase orders and soliciting multiple bids from vendors. Buyers at most companies are looking for someone who will turn their work around quickly. They are not necessarily looking for the lowest price.　　AESCO usually was unable to fill a customers entire order from inventory. Most customers expected immediate delivery of only a small part of their order， Provided the rest of their request could be confirmed and scheduled right away. Thus，AESCO carried inventory only to satisfy those portions of the order that were needed immediately.　　Because of limited inventory，AESCO had to anticipate customer orders. “Our skill comes from reading the customers mind，”said a manager. AESCO kept very detailed records of customers usage history，which enabled them to Predict customer demand. It relied on sophisticated computer models to predict demand，but this was a challenging task given by the product variety dealt with； e.g.，a catalog from a single capacitor manufacturer might run into hundreds of pages with a range of different models. Investment in computers and technology amounted 1％ of sales。and Would be continuously increased.

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