物流专业英语（庄佩君第5版） 课后习题答案 Ch6 课后练习答案

Ch06第6章PhysicalDistribution

第1课

I.Formphrases

实物配送实物履行

PhysicaldistributionPhysicalfulfillment

订单处理客户要求

OrderprocessCustomerrequirements

集约式分销选择性分销

intensivedistributionselectivedistribution

独家分销零售价

exclusivedistributionretailprice

ILFillintheblanksandputthesentencesintoChinese

1.Theoverallprocessofgainingandmaintainingcustomerscanbebroadlydividedinto

transaction-crealionandphysical-fulfillmentactivities.

获得客户和保持客户的整个过程大致可以分为交易的产生和实物履行活动。

2.Theyareordertransmission,orderprocassing,orderselection,orderiranspoilation,and

customerdelivery.

它们是订单传送，订单处理，订单货拣选，订单货运输和送货至客户。

3.Often,thismeansthatmarketingandsaleswouldliketomaintainabroadproductlinewith

highinventoryregardlessofeachproduct'sactualprofitpotential.

通常，这是指市场和销售（部门）希望保持高库存的宽的产品线而不考虑每一产品的实际

的潜在利润。

4.Theveryfactthatphysicaldistributiondealswithcustomerrequirementsmeansthatrelated

operationswillbemoreerraticthancharacteristicofmanufacturingsupportandprocurement

performancecycles.

实物配送需满足客户需求的这一事实意味着有关的运作比生产支持的特征和完成采购

周期更具有可变性。

5.physicaldisiribulionperformancecyclesshouldbedesignedtobeasflexibleandresponsive

aspossible.

实物配送的履行周期应该尽可能地设计得富有柔性和具有好的响应性。.

6.Theproduceralsomayrestrictthenumberofretailoutletsiftheproductrequiresspecialized

servicingorsalessupport.

如果产品需要特殊的服务或销售支持，厂商也限制零售输出口手的数量。

III.Pleasecompletethefollowingtabletogetyourselffamiliarwiththeinformationontypes

ofdistribution:

TypeofAppropriatecustomersAppropriateproducts

distribution（合适的顾客）（合适的产品）

IntensivedistributionRetailers,wholesalers1.chewinggum,candybar,soft

drinks,bread,film,andcigarettes;

2.pencils,paperclips,transparent

tape,filefolders,typingpaper,

screws,andnails

selectivedistributionwholesalersorretailers,theclothing,appliances,televisions,

manufacturersstereoequipment,homefurnishings,

andsportsequipment

exclusivedistributionsingleoutletwithanexclusivespecialtyautomobiles,somemajor

franchise,themanufacturersappliances,certainbrandoffurniture,

andlinesofclothingthatenjoyahigh

degreeofbrandloyalty

IV.Listentotheinterview,andanswerthefollowingquestionsandcompletethesentences

Darden'sSupplyChain

Thesupplychainplaysacriticalroleinthesuccessofmodernorganizations

today.Inthecompetitivearoundrestaurants,theattentionpaytomanagementof

supplychaindetailscantoalargedegreewinthedifferentsbetweencustomerraves

andshuttle-offdoors.

Darden\restaurantsownapopularbrandssuchasolivegardenandredlobster,is

wellfaithedinthisfact.Astheworld'slargestpubliclytradedcasualdining

restaurantscompanybasedonmarketshareandcompanyownrestaurantrevenues,it

servesmorethan300millionmealsannuallyinover1450locationsacrosstheUSand

Canda.ThetwoflagshipbrandseachgeneratessalesintheUS$2.4billionrangeeach

year.HowdoesthemanagementteamofDardenrestaurantsdoit,bydevelopingand

managingmultiplesupplychains.Infact,thecompanysuccessfullymanages4

distinctlydifferentsupplychains.

JimLawrence,SeniorVicePresident,suppliermanagementpurchasing,is

responsibleformanagementandoperation.

1)Centraldistributionforsmallware.Oursmallwarewarehouseisreallyaboutnine

foodproducts,soplateware,glasswareandflatware.Plentyofmaterialsarealso

housesofsmallwaresfacility,andwearehearofOrland,Floridasothatwecan

supportallaroundtherestaurants.Overtimewecomingtotheconclusionthatwe

provideagreatlogisticsserviceandweareveryeffctivetoourcustomer

respectivetosupporttherestaurants.Andabout45peoplearesupportingthe

businessandenvironments.

2)Independentsupplychain,wecalledregionalsupplychains.Sometimesmore

localized,sowehavetherestaurantsrequirementsbydiaryproductsfromlocal

diaries,andwehaveproducebakeryhouses,someoneismoreregionalizedand

localizedinthenature.Inthosesupplychains,Ilookitmoreextensiveintermsof

complexity,touchpoints,thenumberofsupplys,thedistributorsweworkwith,but

wehavethesameexpectionsontheregionalsideofbusinessandwehadour

nationaldistributionprograms.

3)Dardendirectdistributionisanewandinessiveway,andwehavelastfbracouple

ofyearswhichreallyemploys3PLmodelforourrestaurants.Soweareworking

withtraditionalfoodservicestrategiesandnon-traditonway.Soweownand

immensionsomeofinventorypositions,allthoseexpertsandfoodservice

distributionmanagerholdwarehouseandtransportation.Sothewaywecan

protectoursupplychainishavethecomponents,themostimportanttousis

tightlycontrolandselfcontrolwhileallthoseexpertstomanagethispiece—

causeconfidences.

4)Seafoodwarehousingnetwork,whichprovidesupporttodistributionandnetwork,

sotheanotherwayofdistributionneedanypointtime,wehaveUS$150million

ormoreseafoodinthewarehousesandallowtoprotectourselffromsomeofthe

volatilityandcursewiththeharvestofseafood,andalsoallowreallybecome

efficientanddistribution,andweareproudofnetworks.

ThesupplychainstrategyisimportantbyDardenaresupportedbyothercritical

components.Eachthesupplychainshaveneedstominimizecostwhatmindour

service.Sooursecretprimaryfacilitylookitclosetotheportlocations.Sowe

decreasetransportationcostthatwemoveinlandgobackouttothedistributionpoint,

soweproperslylocateprimaryfacilitiesinthelargeportlocationssuchasLA,

Jackconville,andnewportVirginia.OurdistributionnetworkareDCthatsupportour

fooddeliverys,reallyIhave-inclaim,inmanycaseswehavetobeabletosupport

existingnetworks.Thesupplier,distributorlikeMBM...,whatwehaveoursuppliers

andrealizethewarehouse,butanothercasewearetryingtobuildofgrounddevelop

fromnetwork,wedefendingtheexistingmodelingthataresupplierbasedor

restaurantslocated,sowelookitalltheefficiencywecanobtain,booktheinbound

sideandoutboundsideoftherestaurantsandderivethecostdown,reallydid,and

shouldwehavetheservicesupportedinthehighlevel,becauseweknowthefurther

wayfbrourrestaurantbasedweare,ourservicebecomemoredifficult,provide

balancingbetweentheserviceandcost.

Whenthecompanyismorelagerstarving,it'snotdifficulttofindsupplieris

interestedinpartnering,thechallengesarefindingthebestmatchforthelongterm.

Sowearelivingwiththevaluesandlegislationoursuppliersandworkinginvery

clevertivepartnerlikeapproaching,Ithinkthatthosesupplierpartiallybuildday-in

andday-outwithwhatwedo,sowetobalanceandensurethewin-winenvironment

forthesuppliercommunity,andmanytimeswearetoldoursupplierisstrictlythatwe

makeabetterbusinessbecausewehavehighexpectations.Wealwayschallenges

ourselvesandoursupplieranddistributors,takevisibleperformaceandthinkit

basically.Sowedohavealotofopportunitiestostickandgoalongwithourrelyships.

Weworkwithalltypesofsuppliers,weworkwithsmallpartsuppliers,otherwaythe

multi-nationalcompanies.Butwealwaystreatthosesupplierswiththesame

respectingcaringandunderstandtheirvaryneedsandinthedaythesupportneedour

restaurantcorrespond,tryingtofindthatbalancebetweensupplierneedandcustomer

need.

PartII

I.Formphrases

配送中心物流结点

DistributioncenterLogisticslink

总装（配）成批地

FinalassemblyInbound

销售时点信息系统有效顾客反应

PointofsalesinformationsystemEfficientconsumerresponse

需求链外部顾客

Demandchainexternalcustomer

增值活动接受订单

Value-addedactivitiestakeorders

公共收入年度收入

Publicrevenuesannualrevenue

ILFillintheblanksandputthesentencesintoChinese

1.Distributioncenterisalogisticslinktofulfillphysicaldistributionasitsmainfunction.

配送中心是物流节点，其主要功能是实现实物配送。

2.Practically,it'sashort-termstoragecenterlocatedclosetoamajortofacilitatetherapid

processingofordersandshipmentofgoodstocustomers.

事实上，这是一种位于主要储存中心附近的短期储存中心，以实现快速处理订单和送货

给客户。

3.DCsfocusonmaximizingtheprofitimpactoffulfillingcustomer(externalcustomer)delivery

requirement.

配送中心以完成客户(外部客户)送货要示，最大程度地促进利润的最大化。

4.Theyclaimthatefficientconsumerresponse(ECR)andJustInTime(JIT)incombination

withpointofsales(POS)datawillfullysynchronizethecompany'sdemandchain.

他们声称有效客户反应(ECR)、准时制(JIT),结合销售时点(POS)信息，将与公司的

需求链完全保持同步。

5.Examplesofthechangingroleofwarehousescanbeseeninconsolidationsofshipments,

cross-docking,andvalue-addedprocesses.

仓库的不断变化的作用可从其与运输结合、直接换装和增值处理中看出。

III.Pleasewriteaparagraphintroducingtheperformancecycle,activities,data-collecting,

productstoredandthefocusofDC(根据108页表格的信息，写一段落)

PartIII

I.Formphrases

动态过程增值服务

dynamicprocessv