毕业设计外文资料翻译-在线食品杂货订单履行的交易

1、毕业论文（设计）外文资料翻译学 院： 专业班级： ) 学生姓名： 学 号： 指导教师： 外文出处：Online Grocery Order Fulfillment Tradeoffs 附 件：1.外文资料翻译译文； 2.外文原文 指导教师评语：翻译材料与毕业设计课题有一定关联，学生根据要求能正确翻译外文材料，充分表达出原文意思，语句通顺。按时完成外文翻译任务，总体上符合相关要求。签名： 2015年 101.外文资料翻译译文在线食品杂货订单履行的交易摘要：这项研究分析了在线食品在他们履行策略上的交易，大众最初更加倾向于去商店购买复合型食品杂货，而不是去分散式的购物中心。当传统的购物者采用了在线订

2、购时，商店购物这种方式在拥塞以及购物车的紧张的状态下就显现出劣势了。尽管分散式的购物中心也减少了店铺的拥挤，提高了挑选质量和产品选择，但是在线购买增加了大众对于高消费以及不确定需求的担忧。我们推进一种最小化避免拥挤的在线食品杂货订单模式。从业者可以使用这种模式防止消费者不满意，而研究人员也将发现这种模式为未来的多样模式提供了基础。1介绍在线食品杂货的开辟者单纯的来经营公司，在互联网繁荣的年代，这些公司使用合资企业来创新性的经营。然而，自由消费和低于消费者可接受的在线食品购买力导致大多数情况下需要开辟者或者停止需要。例如，西夫韦 GroceryWorks,美国收购了豆荚和简化,最终关闭。图1 在

3、线销售杂货百分比图1显示美国网上杂货销售的百分比,根据木星研究估计,该百分比正在逐年增加,到2009年将达到1%。虽然从乐观预测的角度看，这种不超过5%杂货销售将长期存在,将达到200亿美元。根据其他来源的估计,在线购物收入在1998年是2.35亿美元,2002年是2.4亿年，2006年达到6.2亿。从2002年到2004年，几个e-grocers的销售每年增长超过50%。FreshDirect每月的销售额在2004年增加了25%,活跃客户较上年同期增加四倍。它曾经拒绝约1000个订阅者，因为他承受了太多压力。在欧洲,2010年，杂货总收入的10%的预计将在网上获得。在英国,在线市场在2000

4、年达到10亿年，繁荣状况超越美国,在一定程度上解释了英国零售商的分散程度小,人口密集的问题,这同时也促进有效的交付,并且方便那些消费者前往商店。英国特易购网上销售,是世界最大的在线零售商,增长从2000年的50万磅开始,2004年达到577万，在2006年达到近10亿英镑。2006年圣诞周期间,乐购需要超过额外的送货车和数以百计的其他员工来满足需求。2网上购物的好处网上购物的客户受益于便利和更高质量、以及获得更新鲜的食物。网上方便包括以下的几种能力:(1)添加购物清单,(2)与其他家庭成员发送邮件,(3)评论项目(4)得到个性化的优惠券(5)将卡路里和营养信息进行排序,如钠含量和(6)从网上食

5、谱中给“一个点餐”的成分自动进行排序。此外,经过严格的温度控制，食物更加新鲜，加工品质更加高和在线零售商的配送中心获得最短供应链。通过使用他们的购物清单，消费者也可以节省时间,使得订单时间平均只有20分钟,虽然第一次网上订单大约需要一个小时。Home-helpers老人和残疾人的利基客户。在线零售商通常很忙,因为方便相对富裕的消费者愿意支付交货。3反对网上购物 这种消费根深蒂固的习惯是很难改变的，消费者可能不愿支付运输费用。尽管需求增加,客户获取成本范围从200美元到700美元，为e-grocers提供高质量的产品和服务来获得忠诚和保留住那些经常犹豫不决的选择的顾客，因此这是至关重要的。如果消

6、费者在他们的在线购买时感到失望，这可能使得他们无限期离开并阻止其他人尝试网上购物。下面将讨论在线零售商需要解决的质量问题。4网上购物的问题e-grocers有许多挑战需要去克服。要解决的问题包括感官、替换,处理温度、复杂性和交付。这些可以通过提供成熟可用的信息和一个成熟消费者的评论框来获取他们想要的结果。4.1感官问题在线产品质量很难评估,尤其是对于未包装的项目例如生产来说。除了包装商品,很多杂货产品非标项目。变量非标准项目难以描述和表示在线。水果是一个从项目到项目不同的例子,与品牌包装商品不同。许多杂货店产品是“触摸和感觉”的,顾客更倾向于购买前检查一下。在网上比实体店有着更加少的感觉,人们

7、通常嗅觉和触觉来评估水果是否新鲜和成熟。例如,有些人喜欢买香蕉是绿色的,而其他人则喜欢香蕉黄色。在线零售商需要提供一种通信来判别是否成熟。 4.2替代问题替换缺货的产品的一个问题在于网上购买不知道选择什么样的才能满足客户。例如,需要一个食谱的未交付的一个项目会让客户感到恼火,但用一个不同的品牌也会导致不满。根据一个40个在线订单的消费者研究可以发现，没有一个顾客收到全部订单,大约五分之一的替代物品不可接受的。消费者的逻辑替换是直观的和高度的。为了弥补这个问题,豆荚显示如果他们的第一选择是不可用的，那么在线消费者将被取代。 4.3处理问题 e-grocers的另一个品质的挑战是处理软水果和其他脆

8、弱的东西,这些东西很容易被压扁或受损。培训员工仔细挑选和包装的重要性是至关重要的。因为在线零售商需要建立信任,避免消费者的不满。在线零售商通常在坚固的盒子或包物品箱交付而不是塑料袋防止损害脆弱的东西。 4.4温度问题许多杂货店产品温度敏感。除非温度控制，否则冷藏和冷冻食品很容易变质。在线零售商需要非常小心地控制温度和使用冷藏卡车和货车。例如,FreshDirect 通过加工中心进行生产和包装，保持食物在或低于364.5交货问题交付也具有挑战性，并且是昂贵的,因为不同的温度控制所需不同的卡车或货车。例如,SimonDelivers使用盒子,可以保持冰淇淋冻在80华氏度的天气和在八小时内的进行交付

9、。这些物品往往很笨重，尽管他们相对价值通常非常小。与相对成本交付相比，高容量的价值是增加的,否则就需要更多的卡车和司机。高效的运输卡车路由是另一个挑战。5网上购物的商业模式 e-grocer失败通常是由于经常使用没有被验证的商业模式。当前和已在线杂货商的商业模式包括从商店或配送中心或两者同时来实现;无人值守的交付;并从商店或其他地点接入。 5.1商店实现 特易购(Tesco),世界上最大的送货上门杂货商,英国的96%人口靠近该商店。其商业模式,专注于改进增量来降低风险,是基于商店实现的模式。员工使用一种称为“选择手推车”的特殊车，用屏幕指南和“货架标识符”软件安装来指示他们,其通过选择列表中的

10、条目。然而,这个过程是劳动密集型的，所以乐购没有排除在未来合理的配送中心订单中的体积因素。事实上,2006年2月在克罗伊登,伦敦南部开设了一个店,在这个地方有较少的一些异常忙碌的商店。目前在商店选择依赖 HYPERLINK / o Enter自动提交 HYPERLINK / o HYPERLINK / 小仓库。sooper公司,克罗格品牌,是目前网上只有在科罗拉多州才拥有。K有一个“网上订购发送”包括礼品卡、鲜花、优质肉类和优质水果。尽管这用于在西雅图,波特兰、旧金山、洛杉矶、圣地亚哥、拉斯维加斯、博伊西提供交付,但是它已经关闭了其在线商店。 5.2从配送中心实现 尽管许多创新,e-groce

11、r创业先锋在配送中心方面要求有昂贵和有太多的需求的能力。例如,Webva希望利用“最后一英里”,在巨大的高度自动化的仓库上花了12亿美元。然而,Webvan由于高估了对网上购买杂货和低估了物流的需求问题而失败。 FreshDirect在纽约成功履行订单的配送中心。这个在线杂货商有一个基于按订单制造的有趣的和独特的商业模式,即类似的概念,来成功地使用戴尔电脑。FreshDirect提供高质量的新鲜食品的策略使其获得8%的利润是行业平均水平的4倍。 SimonDelivers在明尼苏达州,保罗使用一个基于路径实现的配送中心。如利用MobileCast UPS物流技术来通知用户的送货到达时间。 在英

12、国,2001年中期,阿斯达(1999年收购沃尔玛)添加一个基于web的订单系统,它可以用来提供选定地区专用仓库。Ocado创业杂货商,与Waitrose商店,可以提供从配送中心到伦敦,它认为这样可以实现更有效的商店。5.3无人值守交付 虽然精简,但是Shoplink已拥有许多商业模式创新的功能,但是他们是互联网泡沫的破灭的受害者。简化目标为两个有孩子的家庭收入,提供了一个“不要耗尽”服务，来自动补充continuously-needed商品的消费者的库存和每周的计划交付。 SimonDelivers现在使用一个类似的“报纸路线交货”模型来帮助控制成本。简化提供商品和服务以外的食品,如视频和干洗

13、。令人惊讶的是,尽管用“最后一英里”提供的产品和服务以外的食品会增加利润,除了特易购(Tesco)和施万,目前大多数在线零售商忽视这个机会。简化也因为无人值守交付客户的车库的冰箱而使用一个带锁的箱子条目。无人值守交付不再是常见，虽然豆荚和SimonDelivers离开绝缘冷却器而挤满了干冰;以及Netgrocer使用联邦快递，得以提供储存一些不易腐烂的食品。亚马逊也提供储存一些不易腐烂的食物。研究表明其他形式的无人值守交付,如从避免紧交付的角度来担保交付和共享接收盒、捕捉节约成本。 电子商务越来越流行，已经成为用户普遍接受和使用的业务模式。 电子商务应用程序支持数据在通过网络参与商业交易涉及的

14、过程中管理各方之间的相互作用。研究人员将日益重要的电子商务在佐治亚技术研究所中心对GPU（图形，可视化和可用性）进行研究是明显的。对他们第八调查结果中进行总结，研究人员报告说，“无论是在用户购物还是通过基于互联网交易花费的数量方面，电子商务都在高速发展着。” 10000受访者中的四分之三以上表示在网上购买商品。最常引用的理由使用网上购物是方便（65），其次是供应商信息（60）的可用性，没有压力的形式销售（55）和节省时间（53）。一个好的电子商务网站应提交下列对客户更好的可用性的因素11：根据调查显示，电子商务的安全性正在增加。它们逐渐具有以下几方面的优点：将项目添加到购物车之后，返回到站点的

15、不同部分。轻松浏览商品，并在列表中选择项目。简单的导航，从主页到具体产品的信息或链接。明显的购物链接或按钮。最小的和有效的安全通知或者消息。布局一致的产品信息。电子商务网站设计中的另一个重要因素是反馈。由用户输入的命令直到EB站点响应，用户和网站之间的互动周期是不完整的。据诺曼称，“反馈 - 发回实际上已经做了用户信息化，是控制科学的著名概念，信息论。想象一下，你甚至不能听到自己的声音，或者尝试画一幅无标记的铅笔画：不会有反馈。在视觉或口头信息的变化上呈现给用户。简单的实例包括由用户做出的选择或者基于一个窗体上填充字段用户从下拉列表中选择。另一个例子是使用收银机的声音，以确认一个产品已被添加至

16、电子购物车。已完成订单迅速确认。这可以用一个确认或完成页面来完成。生成所花费的时间并下载该页面的数量，但是，刺激了电子商务用户的来源。用户很快获得有意义的事件。空白页，或者是一个用户认为是“很长一段时间”，通过收到确认，可以被解释为“一定有什么用蓉的顺序。”如果生成的确认可能需要比用户预期的要长，那么设计应包括被确认或履行进展情况的用户中间的反馈。最后，反馈不应分散的用户。通过网站提出的行动和做出的反应应该是有意义的。反馈不应该通过从收集信息，选择产品，下订单的重要任务中来吸引用户的注意力。2.外文原文Online Grocery Order Fulfillment TradeoffsJudy

17、 E. Scott University of Colorado at Denver and ABSTRACTThis study analyzes tradeoffs online grocers face in their fulfillment strategy. Brick and click grocers initially favor fulfillment from stores rather than distribution centers. However, store fulfillment is vulnerable to congestion and “trolle

18、y rage” when pickers of online orders get in the way of traditional shoppers. Although fulfillment from distribution centers relieves store congestion, and improves picking productivity and product selection, online grocers show concern for the high cost and uncertain demand. We propose a model for

19、minimizing congestion of online grocery orders. Practitioners can use the model to prevent customer dissatisfaction while researchers will find this study provides a basis for future model variants.1. IntroductionThe pioneers in online groceries were pure play firms that used venture capital to expe

20、riment with innovative ideas during the dotcom boom. However, unconstrained spending and slower than expected consumer adoption of buying groceries over the Internet resulted in most pure play pioneers being acquired or closed down during the dotcom bust. For example, Safeway acquired GroceryWorks,

21、Ahold USA acquired Peapod and Streamline, and Shoplink and Webvan closed downFigure 1. Percentage grocery sales onlineFigure 1 shows that the percentage of U.S. grocery sales online, according to Jupiter Research estimates, is increasing, and will reach 1% by 2009. Although optimistic forecasts do n

22、ot expect more than 5% grocery sales will be online long term, this would be $ 20 billion. Other sources estimate that online grocery revenue was $235 million in 1998, $2.4 billion in 2002 and $6.2 billion in 2006. Sales at several e-grocers increased more than 50% per year from 2002 to 2004. FreshD

23、irects monthly sales increased 25% in 2004 and active customers increase fourfold from a year earlier. It once had to refuse about 1,000 orders because it was overwhelmed.In Europe, 10% of total grocery revenue is expected to be online by 2010. In the UK, the online market was $1 billion in 2000 and

24、 is thriving more than in the US, partly explained by the smaller degree of fragmentation of UK grocers, denser population which facilitates efficient deliveries, and greater inconvenience consumers have to travel to stores. Online sales at Tesco UK, the worlds largest online grocer, grew from 50 mi

25、llion pounds in 2000, 577 million pounds in 2004 to almost 1 billion pounds in 2006. During the Christmas week in 2006, Tesco needed more than 300 extra delivery vans and hundreds of additional staff to cope with the demand.2. Benefits of online grocery shoppingOnline grocery customers benefit from

26、convenience and higher quality, fresher food 5, 12, 17-19. Online conveniences include the ability to (1) add to the saved shopping list over several days, (2) email lists to other family members, (3) comment on items, (4) receive personalized coupons, (5) sort items by calorie count or nutritional

27、information such as sodium content and (6) order the ingredients for “one click meals” automatically from online recipes. Furthermore, food is fresher and higher quality when processed under the strict temperature control and shorter supply chain in online grocers distribution centers.Consumers also

28、 save time by reusing their shopping lists, resulting in orders averaging only 20 minutes, although the first time online order takes about an hour. Home-helpers of the elderly and disabled are niche customers. Online grocers often target busy and relatively affluent consumers who are willing to pay

29、 for delivery because of the convenience.3. Resisting online grocery shoppingConsumers ingrained shopping habits are difficult to change and consumers may be reluctant to pay the delivery charge. Although the demand is increasing, customer acquisition costs range from $200 to $700 so it is critical

30、for e-grocers to provide high quality products and service to gain loyalty and retain customers who often ventured online hesitantly. If consumers are disappointed in their online experience they may stay away indefinitely and also discourage others from trying online grocery shopping. The quality i

31、ssues that need to be addressed by online grocers are discussed next.4. Issues for online grocery shoppingThere are many challenges for e-grocers to overcome. Issues to address include sensory, substitution, handling, temperature, and delivery complexity.4.1 Sensory IssuesProduct quality is difficul

32、t to evaluate online, especially for non-packaged items such as produce. Other than packaged goods, many of the grocery products sold are non-standard items. Variable non-standard items are difficult to describe and represent online. Again, fruit is an example that varies from item to item, unlike b

33、randed packaged goods.Many grocery products are “touch and feel” items that customers prefer to inspect before purchase. Fewer sensory cues are available online than in the physical stores where people often smell and touch fruit to assess whether it is fresh and ripe. The degree of ripeness desired

34、 is highly personal. For example, some people like to buy bananas that are green while others prefer their bananas yellow. Online grocers need to provide a way of communicating the ripeness available and the ripeness desired. Some sites do this by providing information on the ripeness available and

35、a comment box for consumers to specify what ripeness they want.4.2 Substitution IssuesSubstitution for items out of stock is a problem online since the picker does not know what would satisfy the customer. For example, non-delivery of an item needed in a recipe will annoy customers, but substituting

36、 a different brand may also result in dissatisfaction. A consumer study of 40 online orders found none of the shoppers received their full order, and around a fifth of the substitute items were unacceptable. Consumers logic for substitution is intuitive and highly personal. To compensate for this pr

37、oblem, Peapod shows consumers online what will be substituted if their first choice is not available.4.3 Handling IssuesAnother quality challenge for e-grocers is handling soft fruit and other fragile items, which can easily be squashed or damaged. Training employees in the importance of picking and

38、 packing carefully is critical since online grocers need to build trust and avoid consumer dissatisfaction. Online grocers typically pack items in sturdy boxes or crates for delivery rather than bags to prevent damage to fragile items.4.4 Temperature IssuesMany grocery products are temperature sensi

39、tive. Refrigerated and frozen items can spoil easily unless the temperature is controlled. Online grocers need to be very careful with temperature control and use refrigerated trucks and vans. For example, FreshDirect keeps food at 36 F or below all the way through production and packing at its proc

40、essing center, and in its trucks during shipping. Food is only exposed to warmer air when the delivery person removes an order from the truck. In contrast, during the traditional value chain groceries typically go through temperature fluctuations as they pass from wholesaler to truck to grocer to cu

41、stomer cart and home. Supermarkets choose temperatures for shoppers comfort, while distribution centers choose ideal temperatures for the food. FreshDirect, which has 12 different temperature zones in its processing center, professes that it sells a better quality product since it gets groceries to

42、the consumer faster with better temperature control.4.5 Delivery IssuesDelivery is also challenging and expensive because of the varied temperature control needed in the trucks or vans 23. For example, SimonDelivers uses boxes that can keep ice cream frozen for eight hours in 80 degrees Fahrenheit w

43、eather and picks up the boxes on the next delivery. Also the items are often bulky and heavy even though their relative value is often very little. The high volume to value ratio increases the relative cost of delivery since more trucks and drivers are needed than otherwise. Efficient routing of del

44、ivery trucks is another challenge.5. Online grocery business modelsThe e-grocer failures often used business models that had not been validated. Current and defunct online grocer business models include fulfillment from stores or distribution centers or both; unattended delivery; and pick up from th

45、e stores or other locations.5.1 Fulfillment from storesTesco, the largest home delivery grocer in the world, has store proximity to 96% of U.K.s population. Its business model, focusing on incremental improvement to lower risk, is based on fulfillment from stores. Employees use special carts called

46、picking trolleys mounted with screen guides and shelf identifier software instructing them where to pick the items in the list. However, this procedure is labor intensive so Tesco has not ruled out centralized distribution centers in the future when justified by the volume of orders. In fact, in Feb

47、ruary 2006 it opened a -only store in Croydon, south London where it has fewer stores and some that are exceptionally busy .Brick-and-click grocers typically pick and deliver from their stores. Safeway and King Soopers are online in limited cities. Safeway, based on a partnership with GroceryWorks a

48、nd Tesco, offers online delivery services in Seattle, Portland, San Francisco, Los Angeles and San Diego. GroceryWorks business model started with one large warehouse, changed to multiple,smaller warehouses, and currently relies on in -store picking. King Soopers, a Kroger brand, is currently online

49、 only in Colorado. K has an “Order Online, Send Anywhere” option for gift cards, flowers, premium meats and premium fruits. Although Albertsons used to offer delivery in Seattle, Portland, San Francisco, Los Angeles/San Diego, Las Vegas, and Boise, it has closed its online store.5.2 Fulfillment from

50、 distribution centersDespite many innovations, pioneer pure play e-grocer startups distribution centers were much too costly and had far too much capacity for the demand at that time. Webvan, for example, aspiring to leverage the “last mile,” spent over $1.2 billion on huge highly automated warehous

51、es. However, Webvan failed from overestimating the demand for buying groceries online and underestimating the logistic problems.FreshDirect successfully fulfills orders from a distribution center in New York. This online grocer has an interesting and unique business model based on make-to-order, a s

52、imilar concept to that used successfully by Dell Computer. FreshDirects strategy of providing high quality fresh food enables it to earn 8% margins which are four times the industry average.SimonDelivers in Minneapolis-St. Paul uses a distribution center and route-based fulfillment. Tools such as Mo

53、bileCast from UPS Logistics technologies inform its users of the delivery arrival time.In the UK, in mid-2001, Asda (purchased by Wal-Mart Stores in 1999) added a web-based order system, ASDAhome, which delivers in selected areas from dedicated warehouses. Ocado, a startup grocer that partnered with

54、 Waitrose stores, delivers to London from a distribution center, which it believes is more effective than fulfillment from stores.5.3 Unattended deliveryAlthough Streamline and Shoplink had business models with many innovative features, they were victims of the dotcom bust. Streamline targeted two i

55、ncome families with children, provided a “dont run out” service which automatically replenished the consumers inventory of continuously-needed items and scheduled delivery everyweek .SimonDelivers now uses a similar “newspaper route delivery” model to help control costs. Streamline offered goods and

56、 services beyond groceries, such as videos and dry cleaning. Surprisingly, although using the “last mile” to provide products and services beyond groceries increases margins, with the exception of Tesco and Schwans, currently most online grocers ignore this opportunity. Streamline also offered unatt

57、ended delivery to a refrigerator in the customers garage using a lockbox for entry. Unattended delivery is no longer common although Peapod and SimonDelivers leave insulated coolers packed with dry ice; and Netgrocer uses Fedex to deliver non-perishables. Amazon is also delivering non-perishables 11

58、. Research has suggested other forms of unattended delivery, such as secured delivery boxes and shared reception boxes, to capture cost savings from avoiding tight delivery windows 3, 36-38.E-commerce is fast gaining ground as an accepted and used business paradigm.Electronic Commerce (e-commerce) a

59、pplications support the interaction between different parties participating in a commerce transaction via the network, as well as the management of the data involved in the process .The increasing importance of e-commerce is apparent in the study conducted by researchers at the GVU (Graphics, Visual

60、ization, and Usability) Center at the Georgia Institute of Technology. In their summary of the findings from the eighth survey, the researchers report that “e-commerce is taking off both in terms of the number of users shopping as well as the total amount people are spending via Internet based trans