物流国际术语

物流国际术语（英文版）TheLanguageofLogisticsASupplyChainandLogisticsGlossaryCopyright1997byEdwardH.BlicksteinDuplicatingforsharingwithothers，byanymeans，isillegal.PrintedinUSAYear2000IssuePurposeWrittenandcompiledforthebenefitoflogisticsandtransportationprofessionals，studentsofthefield，andforclientsofTranSolutionsConsulting.Itishopedthatthistoolwillenabletheusertogainabetterunderstandingoflogisticsbyprovidingausefulandeasy-to-understandglossarythatwillbeup-datedannually.TheauthorandTranSolutionsConsultingacknowledgeimportantcontributionsfrommanyofitsclient'slogisticsandtransportationpersonnelaswellasinformationderivedfromotherexpertsourcesinthecompilationofthisglossary.ThisissueofTheLanguageofLogisticsattemptstoincludethenewestterminologyandacronymsutilizedinthefieldofbusinesslogistics.Specialattentionhasbeenmadetocompiletermsandofferadviceinconnectionwithyear2000businessissues（nottheY2Kissue）likee-commerce.However，Imakenoclaimthatthisissueis100%completeasthechallengeofcompiling，researching，defining，andoccasionallycreatingmeaningfulterminologyisneverending.Writersinthefieldoflogisticsandsupply-chainmanagement，consultingfirms，industryprovidersof3PLservices，transportationcompanies，andshippersareconstantlycontributingtothedevelopmentofnewterminologythroughtheireffortstoimprovetheeffectivenessofsupply-chainmanagement.Consequently，thelanguageoflogisticsisalwaysexpandingduetotheevolvingnatureofthefield.Asyouusethistoolyouwillnotethatthereisanewemphasisontechnology，theInternet，ande-commerce.WhilemosteveryoneisawareofthecurrentconsumerorientationoftheInternetande-commerce，thegreatestgrowthoverthenextseveralyearswillbeintheuseoftheInternetinbusiness-to-business（B2B）applicationsnotinbusinesstoconsumer（B2C）。Theseapplications，forlogisticsandsupplychainimprovement，willrangefromprocurement，inventorymanagement，distribution，andtransportationtosales（includingorderentry）andcustomerservice.Asaresult，logisticsandsupplychainprofessionalswillcontinuetobeconstantlychallengedbythespeedofchangeandemphasisoncostreductionintheircompaniesaswellasinbusinessingeneral.Itishopedthatthispublicationwillassisttheseprofessionalsintheirworkbybeingagoodreferencesource.Studentsofsupplychainandlogisticsshouldcontinuetofindthispublicationbeneficialaswell.In1999，universityandcollegestudentsworldwideaccountedforalmost50%ofdownloadsofthispublication.Also，infutureeditionsIwillattempttodoabetterjobat'internationalizing“thispublication.Lastbutnotleast，mostoftheobservationsandopinionsreflectedinthispublicationaretheresultofprojectworkperformedforourclientsoverthelastsixyears.ThisincludesourpartnershipworkwithMoore&Associates.Section1：SupplyChainManagementandLogisticsSupply-chainmanagementisoneofthehottesttopicsofdiscussiontodayamongstCEO'sandotherseniorofficersofbusinessesworldwide.Articlespermeatethebusinesspressandmanypublicationshavedesignateditasthelastfrontierforcreatingstrategiccompetitiveadvantage.Whyalltheinterest？Theansweristhatcompaniesworldwidearenowcognizantofthegreatpotentialforcostreductionandincreasedcustomerservicefromsuccessfulsupply-chainmanagement.Thepayoffpotentialcanresultfromreductionoreliminationofinventories，beingabletorespondquicklytocustomizedorders，reductionoreliminationofstepsinmovinggoodstomarket，enhancedcustomerservice，upstreamvendorrelationships，andtransportationimprovementsincludingcarrierprograms.Inthisregard，logisticscanhelpimproveacompany'ssalesbyaddingvalueinavarietyofways.Specifically，byprovidingameansforensuringthatgoodsarepreparedforsaleproperlyanddeliveredquickly.Thiscouldinvolvespecializedpackaging，labeling，kitting，constructingfloorreadypallets，shipmentconsolidations，pooling，andmerge-in-transitprograms，anythingthatgetsproductsdownstreamfaster.Excellentcustomerservicecandifferentiateacompanyinthemarketplaceandhelpthatcompanywincontracts.Errorfreedeliveryaccomplishedonaconsistentbasisisakeydifferentiator.Indealingswithourclientsand3PLs，TranSolutionsConsultingfindsthatmostofthetimetheabilitytohavealmostreal-timevisibilitytoinformationisanoperatingadvantageoramarketingadvantagedependingonwhetheryouaretheclientorthe3PL.Thisisimportantbecausesupplychainsarebeingshortenedandcompaniesaredependingonmorefrequentshipmentsfromtheirpartner-supplierssothatvisibilitytocomponentwhereaboutsisextremelycritical.Allofthenewlogisticsstrategiesshouldberemovingsignificantcostfromsupplychainsbutasmanycompanieshavefound，itisallintheexecution.For1999，accordingtoTheController'sReport，totallogisticscostsrose2.21%overthepreviousyearwhenmeasuredaspercentageofsalesand3.6%whenmeasuredbycostperhundredweight.Thecostelementsmeasuredweretransportation，warehousing，orderentry/customerservice，administrative，andinventorycarrying.Theaveragecompanylogisticscostswere7.34%ofsalesand/or$74.29costperhundredweight.MostprofessionalsbelievethereisampleroomforimprovementbyoptimizingthesupplychainandincludingtheuseofnewinventorymanagementtoolslikeVMI，e-commerce，andbyimprovedplanningbetweenpartnersandinternalfunctionalgroups.Executioniskey.ThisfirstsectionofTheLanguageofLogist