物流英語

前言

　　自1979年從日本引入“物流”這一概念以來，隨著改革開放政策的深入，以及在國民經(jīng)濟的快速、健康和持續(xù)發(fā)展的形勢下，我國對物流的需求不斷擴大，政府、企業(yè)和教育領域也越來越多地關注現(xiàn)代物流的發(fā)展，物流業(yè)和物流人才的培養(yǎng)得到了長足的發(fā)展。近年來，美國的聯(lián)邦快遞、丹麥的馬士基、日本的佐川急便、德國的西門子等一批跨國物流企業(yè)都在角逐世界物流市場。與其相關的各類企業(yè)也紛紛進入物流領域，物流發(fā)展已進入無國界的供應鏈時代。但是，由于我國現(xiàn)代物流發(fā)展起步較晚，處于起步階段，與發(fā)達國家尚有不小的差距。面對我國加入WTO所承諾的逐步放開物流市場的發(fā)展趨勢，提高我國物流業(yè)在競爭日趨激烈的世界物流大市場中的競爭力，需要大力發(fā)展我國的現(xiàn)代物流業(yè)?！　⊥晟频膶W科體系和高素質的人才是推動現(xiàn)代物流業(yè)發(fā)展的關鍵因素之一。教育部在2003年調整本科專業(yè)時，在管理和工程門類下新設立了物流管理和物流工程專業(yè)，說明物流管理和物流工程專業(yè)已經(jīng)為企業(yè)效益的增長和社會經(jīng)濟的發(fā)展起到了應有的作用，也標志著物流學科的重要地位得到了社會各界的承認和重視。目前，我國已有200余所高校開設了物流管理和物流工程專業(yè)，物流教育正處于蓬勃發(fā)展時期，這為我國改革開放和物流事業(yè)的發(fā)展提供了可貴的人力資源支持。但現(xiàn)代物流作為一門新興的學科，現(xiàn)有的學科體系和人才培養(yǎng)體系尚處于建設完善階段，物流理論和實踐的研究也有待于進一步深入。在我國經(jīng)濟快速增長從而對物流需求的規(guī)模不斷擴大的趨勢背景下，通過教材建設和學科體系的完善來培養(yǎng)和造就一大批熟悉物流業(yè)務、具有物流運作能力的專業(yè)技術人員和管理人員，對當前我國解決物流人才匱乏和物流管理水平較低等問題有著十分重要的意義?！　∩虾Ｊ俏覈?jīng)濟發(fā)展的前沿，在推進“四個中心”建設，尤其是國際航運中心建設的過程中，對物流人才的需求將大幅上升，這給上海高校物流人才的培養(yǎng)提出了更高的要求。2005年，上海市教委將上海第二工業(yè)大學的物流管理專業(yè)作為上海市的教育高地予以重點投入和建設，物流教材建設是其中一個主要的內(nèi)容。為此，上海第二工業(yè)大學從物流學科體系建設的角度出發(fā)，組織了一批有多年教學和實踐經(jīng)驗的專家、學者，編寫并出版了這套物流管理專業(yè)系列核心教材。

內(nèi)容概要

　　《物流英語(第2版)》是物流工程、物流管理專業(yè)的專業(yè)英語教材，選材內(nèi)容涵蓋海陸空鐵運輸、倉儲與庫存管理、貨代與物流業(yè)務、國際貿(mào)易與電子商務、班輪業(yè)務、集裝箱運輸業(yè)務、物流與供應鏈管理等方面。內(nèi)容精簡、專業(yè)、全面、實用，深度恰當?！段锪饔⒄Z(第2版)》適用于物流工程與管理專業(yè)本科生、高職生和其他相關專業(yè)作教材，也可供物流部門工程技術人員參考。

書籍目錄

Unit 1　An Introduction to LogisticsUnit 2　Development of Logistics ManagementUnit 3　Leading-Edge LogisticsUnit 4  Customer ServiceUnit 5　Purchasing ManagementUnit 6　warehousingUnit 7　InventoryUnit 8　Transportation（Ⅰ）——Utility AnalysisUnit 9　Transportation（Ⅱ）——Modal ChoiceUnit 10　Distribution ManagementUnit 11  Costing and Pricing in TransportationUnit 12　The Third Party LogisticsUnit 13  International LogisticsUnit 14　Logistics Information System and E—BusinessUnit 15  Supply Chain ManagementReferences

章節(jié)摘錄

　　The process of logistics integration can be divided into four stages:　　The first stage in the process is generally considered to have been the "revolution in physical distribution management" which began in the early 1960s in the USA and involved the integration into a single function of activities associated with the outbound distribution of finished goods. Formerly, logistics was a fragmented and often uncoordinated set of activities spread throughout various organizational functions with each individual function having its budgets and priorities and measurements. Separate distribution departments were created which, for the first time, were able to coordinate the management of trans-port, warehousing, inventory management, materials handling, and order processing.　　The second stage is generally known as "materials management" which means the general principle in physical distribution management （PDM） is subsequently applied to the inbound movement of materials, components, and subassemblies. By the late 1970s, many finns had established "logistics departments" with overall responsibility for the movement, storage, and handling of products upstream and downstream of the production operation. This enabled them to exploit high-level synergies, share the use of logistics as- sets between inbound and outbound flows, and apply logistical principles more consistently across the business.　　Within the third stage, "systems integration" occurred, many firms tried to coordinate logistics more closely with other functions; it means that a logistics system with cross-functional integration should achieve greater results than one deficient in coordinated performance. With the emergence of business process re-engineering （BPR） in the ,early 1990s, the relationship between logistics and related functions was redefined. BPR identifies a series of core processes that cut across tractional functional boundaries and are essentially customer-oriented. Effective management of these processes requires the development of new working relationships between functions and the formation of more cross-functional teams.

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