外文翻译---准时制库存控制：物流管理的集合(编辑修改稿)

外文翻译---准时制库存控制：物流管理的集合(编辑修改稿)内容摘要：

ions can also be identified by closely observing movement within the physical distribution system. By evaluating this information and relaying it to decision points within the firm, there can be more timely reaction to uncontrollable factors in the marketplace. Early recognition of these changing demands leads to improved customer service, defined as the interrelated package of activities provided by a supplier, which creates time and place utility for a buyer and ensures form utility . More recently, there has been a study of profit as a function of customer service. But, as mentioned above, physical distribution service has been a neglected aspect of marketing management. LaLonde and Zinszer included the following activities among those inventory factors most monly associated with customer service: product stock out level, channel munications, order cycle time, and variability of delivery time. The review of earlier research suggests improved physical distribution operations should lead to better customer service and profit may be increased by the manipulation of customer service variables. This, in turn, implies the JustInTime technique of inventory control is a method which should lead to better performance by marketing channels. It is generally acknowledged certain socalled wholesaling functions must be performed, whether by the manufacturer, wholesaler, or retailer. However, while the various functions must be performed, more efficient techniques can lead to lower costs with resultant profit progress. To initiate the flow of goods through channels, information is needed about the organization system, its munication system, and its purchasing and inventory policies. In an example detailed by Forrester, one notes that when a 10% increase in sales occurred in January, the increase in distributors39。 orders from retailers lagged about a month because of accounting, purchasing, and transportation delays. He then indicated the importance of observing the rise did not stop at 10%. Instead, it reached a peak of 16% in March, because of new orders added at the retail level to increase inventories by some increment and to raise the level of orders and goods in transit in the supply pipeline by 10 % to correspond to the 10% increase in the sales rate. The pipeline and inventory increments occur as a onetime addition to the order rate and, when they have been satisfied, the retailers39。 orders to the distributors drop back to the enduring 10% increase. The ining level at the factory warehouse lags the upturn at the distributor level, and is above retail sales for a number of months as the factory attempts to meet the wholesale distributor increase. The distributors39。 orders to the factory include, not only the 16% increase in orders they receive, but also an increase for distributor inventories, and for orders and goods in transit between distributor and factory. As a result, factory orders in April may reach a peak of 28%above the previous December this based on a January 10% sales increase at retail. While retail sales may maintain an increase of 10% above December in June, the factory increase may well be 40% above December, an increase four times as large as the retail increase. Note that these changes are reversible, and as retailers satisfy their inventory requirements, they decrease their order rate. The exact values would, of course, vary from case to case, but the surge effect should obtain in most situations. With the advent of the puter, and with the ability of a retailer39。 s puter to interact。