外文翻譯--庫存管理和物流成本降低馬來西亞的草藥公司（節(jié)選）

1、<p>　　2200單詞，11500英文字符，3428漢字</p><p>　　出處：Siali F, Liu Y, Cheng J K. Inventory Management and Logistics Cost Reduction: A Case of a Malaysia Herbal Medicine Company[J]. Technology & Investment, 2013

2、, 04(3):204-212.</p><p>　　本科畢業(yè)論文外文資料翻譯</p><p>　　系 別： 經(jīng)濟(jì)系 </p><p>　　專 業(yè)： 會計學(xué) </p><p>　　姓 名： </p><p>　　學(xué) 號：

3、 </p><p>　　2015 年 4 月 30 日</p><p><b>　　外文原文</b></p><p>　　Inventory Management and Logistics Cost Reduction: A Case of a Malaysia Herbal Medicine Company</p><

4、;p>　　Fadilah Siali, Liu Yao, Cheng Jack Kie</p><p>　　ABSTRACT：Nowadays many studies have stressed the diagnosing inventory systems. This article examined problems encountered on logistics in a Malaysia he

5、rbal medicine company. The diagnosis was conducted using the fish bone diagram for the whole supply chain process from the production, hub warehouse, freight forwarders, zone warehouse to customers. The derived results h

6、ighlight the inventory level management as the root reason. </p><p>　　Keywords: Inventory Management; Case Study; Herbal Medicine </p><p>　　1. Introduction </p><p>　　The herbal mark

7、eting company under this study is aimed to form marketable products through Network Marketing (NWM) to whole Malaysia. NWM is a strategy for introducing products to customers. It focuses distributors as key sellers to to

8、uch the customers personally and simultaneously the distributor can hire or employ the other distributors in order to ensure the survival of business.</p><p>　　The production of the company is provided for t

9、wo zones: 80% for Zone A and 20% for Zone B. There are hundreds of branches under the company. Here take Branch A for Zone A and Branch B for Zone B as examples. Branch A has rare and low rate of returned products and Br

10、anch B’s returned product rate is quite high due to its distance from the headquarters and the production plant. </p><p>　　2.1. Production </p><p>　　Herbal medicine production goes by batches, w

11、ith 1000 bottles per batch. Each day, the firm can manufacture from eight to 10 batches, amounting to 8000 to 10,000 bottles to meet demand from whole Malaysia. Since the firm sells 30 types of herbal medicines, the prod

12、uction will, each day, concentrate on producing different types of herbal medicines. This indicates that the firm will produce the particular product once a month. However, for certain cases, such as killer products whic

13、h have high dem</p><p>　　2.2. Hub Warehouse </p><p>　　In normal circumstances, the hub warehouse would receive the order twice a month from the Zone B Warehouse. The order made by the Zone B was

14、 not Herbal Medicine solely, but around 50 to 60 types of products. This is because the company seeks to utilize the 20-foot containers where the weight can carry up to 22 tons in volume provided by the Freight Forwarder

15、 Company.Once the hub warehouse receives the approval officially from the logistics and financial unit, the hub warehouse starts the collect</p><p>　　2.3. Freight Forwarders Company </p><p>　　Si

16、nce 2008, Freight Forwarders Company has been used to develop the zone B market. There are no critical problems for the Freight Forwarder Company to ensure the container reaches the zone B Port within 10 days as the ship

17、ping schedule runs twice a week. The clearance process from the ship to the port does not take a long time since the zone B Port uses advanced, systematic technology. However, there is a difficulty in berthing the ship a

18、t the zone B Port when it depends on the sea’ tide. Natura</p><p>　　2.4. Zone B Warehouse (Wholesaler) </p><p>　　Generally, the zone B Warehouse will make the order twice a month through email a

19、nd the orders that have been made are based on the demand for the last month, stock balance in the warehouse, and sales in branches. Frequently, herbal medicines constitute 10% of the 50 different types of products. The

20、distribution process will take around one to three weeks for the products to reach the 14 branches. A few more problems have had to be faced by the zone B’s warehouse. Firstly, the order process is v</p><p>

21、　　Diagnosis of Branch B Case</p><p>　　4.1. Cause 1: Material Issue </p><p>　　Reasons: Raw Material Shortage </p><p>　　The first factor of the high rates of returned herbal medicines

22、 in the branch B was the Raw material shortage. As noted by the Production Manager, the company produces 30 types of products, with a particular product being produced once a month. Thus, when they are facing high demand

23、 for “killer products”, they have to face the raw material shortage, which results in the delay in producing the “killer products”. Subsequently, the hub warehouse also fails to fulfill the high demand products and th<

24、;/p><p>　　4.2. Cause 2: Machine Issue </p><p>　　Reasons: 1) Capacity Machine Produced by Batch; 2) Depends on Sea Transportation </p><p>　　The production demonstrates its limitation by

25、 only producing on batch capacity. Besides thinking about the economy of scale, the production unit considers that it can only produce once a month one product and produce it by batch. However, the demand for the herbal

26、medicine was not by batch (1 batch = 1000 bottles) and it made the production team store or keep the balance of stock for the following demand/order without concerning that it will affect the product’s life span. In norm

27、al circumstance</p><p>　　4.6. Cause 6: Natural Phenomena </p><p>　　Reasons: South China Sea; Geographic Factors </p><p>　　The South China Sea has high waves which cannot be predicte

28、d. This attributes to the agility of the weather. Ships cannot be berthed during periods of high waves on the South China Sea and, understandably, it is beyond the Freight Forwarder Company’s control. Sometimes it takes

29、a week to bring the ship into berth, even if the ship had already reached the zone B Port several days earlier. Geographically, zone A and zone B are separated by the South China Sea. The company has to spend time and mo

30、n</p><p>　　5. Solution Recommendations </p><p>　　5.1. Short-Term Plan of Action </p><p>　　In a short term, the company can improve the daily manual work of the physical inventory co

31、unt by applying ABC analysis also called “usage-value analysis”. The goal is to categorise items to be prioritized, managed, or controlled in different ways. In this case, to reduce the returned products, the branch B ca

32、n use ABC analysis to apply different ways of marketing approach to ensure the product be sold before expiry. It can assign an employee a checking process of physical inventory count daily </p><p>　　5.2. Mar

33、keting Approach </p><p>　　According to the analysis given, it is identified that the branch B has faced variations in demand, as well as surplus products, which, towards the end, has induced the increased nu

34、mber of returned products, particularly where herbal medicines are concerned. Although herbal medicine products have the privilege to reuse and remanufacture it.Here, we suggest that aggressive marketing activities can b

35、e used to achieve zero returned products from branch B and to gain the market share in zone B. Deta</p><p>　　Table 1. ABC analysis for Branch B.</p><p>　　Table 2. Suggested marketing approach.&l

36、t;/p><p>　　6. Conclusion </p><p>　　This paper addressed the problem of high rate of returned herbal medicines in a herbal medicine company in Malaysia. It found that by the time herbal medicine pro

37、ducts arrived at branch B, the product life span left only 16 months before it expired. There is a lack of understanding amongst the supply chain members to cope with the variation in demand existing in the market. The c

38、ase study also indicates that the production team should produce with numerous amounts whereas the branches failed to </p><p><b>　　外文資料翻譯譯文</b></p><p>　　庫存管理和物流成本降低：馬來西亞的草藥公司</p&g

39、t;<p>　　文摘：現(xiàn)在很多研究已經(jīng)開始重視診斷庫存系統(tǒng)。本文研究了馬來西亞草藥公司在物流工作中遇到的問題。使用魚骨圖展示了整個供應(yīng)鏈過程的生產(chǎn)、中心倉庫、貨運(yùn)代理、區(qū)域倉庫過程并呈現(xiàn)給客戶，產(chǎn)生的結(jié)果突出了庫存水平管理作為根本原因的結(jié)論。</p><p>　　關(guān)鍵詞：庫存管理；案例研究；草藥</p><p><b>　　1介紹</b></p&g

40、t;<p>　　草藥營銷公司根據(jù)本文研究，目的是通過網(wǎng)絡(luò)營銷形式，銷售適銷產(chǎn)品(NWM)遍布整個馬來西亞。NWM是介紹產(chǎn)品給客戶的一個策略，它的主要經(jīng)銷商和關(guān)鍵賣家同時接觸到客戶個人和經(jīng)銷商來雇傭或采用其他分銷商，以確保業(yè)務(wù)的繼續(xù)。</p><p>　　公司的生產(chǎn)提供了兩個區(qū)域：A區(qū)占80%，B區(qū)域占20%，B區(qū)域下有數(shù)百個分支公司。這里以分支A區(qū)和分支B區(qū)為例。分支A區(qū)是接近生產(chǎn)，而分支B區(qū)是遠(yuǎn)離

41、生產(chǎn)。分支A區(qū)是一個罕見的返回率低的產(chǎn)品分區(qū)而分支B的產(chǎn)品返回率相當(dāng)高，這是由總部的距離和生產(chǎn)工廠造成的。</p><p><b>　　2.1生產(chǎn)</b></p><p>　　中藥生產(chǎn)的批次為每批1000瓶。該公司每天可以生產(chǎn)8到10個批次，生產(chǎn)8000-10000瓶滿足整個馬來西亞需求。自公司銷售30種草藥以來，每天的生產(chǎn)會專注于生產(chǎn)不同類型的草藥。這表明公司將每月

42、生產(chǎn)一次特定產(chǎn)品。然而，某些情況下，比如對產(chǎn)品描述有很高需求的，他們會每月生產(chǎn)此項目兩到三次。另一個因素是，該公司將考慮生產(chǎn)產(chǎn)品的中心倉庫的需求及來自分支和提供原材料的供應(yīng)商。到期日將從生產(chǎn)之日起24個月，在這種情況下，如果生產(chǎn)過剩，該公司存儲的草藥最多儲存兩個星期。這是需求小于批次時企業(yè)生產(chǎn)過剩發(fā)生的。</p><p><b>　　2.2中心倉庫</b></p><p&

43、gt;　　在正常情況下，中心倉庫每月從B區(qū)倉庫收到訂單兩次。由B區(qū)收到的訂單并非完全是草藥，但大約50到60種類型的產(chǎn)品是草藥。這是因為該公司試圖利用重量為20英尺的集裝箱容納由貨運(yùn)代理公司提供的體積攜帶22噸。一旦中心倉庫接收驗收正式從單位的后勤和財務(wù)發(fā)出的訂單，中心倉庫便開始收集這過程中的50種產(chǎn)品，包括中草藥。事實上，草藥也有自己的“殺手級產(chǎn)品”，即高需求，尤其是在馬來西亞半島。在這種情況下，中心倉庫在兩周內(nèi)才能生產(chǎn)，航運(yùn)之前收集

44、的過程也將需要兩周。</p><p><b>　　2.3貨運(yùn)代理公司</b></p><p>　　自2008年以來，貨運(yùn)代理公司已經(jīng)被用于開發(fā)區(qū)域市場而服務(wù)，貨運(yùn)代理公司是一家“上門服務(wù)”公司。沒有貨運(yùn)代理公司能確保集裝箱10天內(nèi)運(yùn)送到達(dá)B區(qū)港一周兩次的關(guān)鍵問題。從船到港口過程中不采取自B區(qū)端口先進(jìn)的長時間系統(tǒng)技術(shù)。然而，在靠泊船舶的港口時，B區(qū)靠海有一個難題就是潮汐

45、。自然，南中國海是不可預(yù)測的而且經(jīng)常有巨浪。在這種情況下，船不能停泊。有時，需要把船停在碼頭一個星期，盡管這艘船已經(jīng)到達(dá)B區(qū)港。因此，在這個關(guān)鍵時刻產(chǎn)品的壽命也往往會受到自然環(huán)境的影響。</p><p>　　2.4 B區(qū)倉庫(批發(fā)商)</p><p>　　一般來說，B區(qū)倉庫將根據(jù)上個月的需求每月一次通過電子郵件和訂單在倉庫庫存，銷售分支機(jī)構(gòu)，作出該命令。往往草藥構(gòu)成50種不同類型產(chǎn)品的10

46、%，分配過程需要大約一至三周的時間，才能使產(chǎn)品達(dá)到14個分支機(jī)構(gòu)。有些問題是B區(qū)倉庫必須面臨的。首先，由于通信故障對整個供應(yīng)鏈過程的影響，訂單過程非常緩慢。因為供應(yīng)鏈過程不支持系統(tǒng)，所以必須整合供應(yīng)鏈成員的每一層。其次，中心倉庫未履行B區(qū)的倉庫從原材料短缺和生產(chǎn)問題而作出的命令。第三，本區(qū)的倉庫總是受到低需求的產(chǎn)品數(shù)量并最終導(dǎo)致了額外的剩余產(chǎn)品。另一個問題出現(xiàn)時，B區(qū)已訂購量而不進(jìn)行基于銷售趨勢從14個分支機(jī)構(gòu)的未來需求中實現(xiàn)預(yù)報區(qū)域操

47、作減少運(yùn)輸成本。</p><p><b>　　4 B區(qū)問題分析</b></p><p><b>　　4.1材料問題</b></p><p><b>　　原因：原材料短缺</b></p><p>　　分支B返回草藥率高的第一個因素是原材料短缺。生產(chǎn)經(jīng)理指出，公司生產(chǎn)30種類型的產(chǎn)

48、品，特定產(chǎn)品一個月生產(chǎn)一次。因此，當(dāng)他們面臨“殺手級產(chǎn)品”的需求，他們不得不面臨原料短缺，導(dǎo)致延誤生產(chǎn)“殺手級產(chǎn)品”。然后，中心倉庫也不能履行高需求的產(chǎn)品，往往是自由空間的容器。在這種情況下，中心倉庫將充分優(yōu)化集裝箱空間甚至供應(yīng)低需求的產(chǎn)品，從而引起在倉庫區(qū)發(fā)生剩余產(chǎn)品。</p><p><b>　　4.2機(jī)器的問題</b></p><p>　　原因：機(jī)器批量生產(chǎn)的能

49、力 </p><p>　　生產(chǎn)的批容量顯示出其局限性。除了對規(guī)模經(jīng)濟(jì)的思維，生產(chǎn)單位認(rèn)為它只能產(chǎn)生一個月一個產(chǎn)品和一次的生產(chǎn)批量。然而，對中藥的需求沒有被批（1批= 1000瓶），使生產(chǎn)隊的商店或保持庫存平衡以下的需求/訂單沒有問題，它將影響產(chǎn)品的壽命。在正常情況下，生產(chǎn)部門將存儲在外部存儲的產(chǎn)品兩周，尤其是對低需求的產(chǎn)品。</p><p><b>　　4.6自然現(xiàn)象<

50、;/b></p><p>　　原因：南中國海;地理因素</p><p>　　南中國海的巨大波浪，是無法預(yù)測的。這歸因于天氣的靈活性。船舶不能靠泊在南中國海發(fā)生的巨浪的期間，可以理解的是，這已經(jīng)超出了貨運(yùn)公司的控制。有時需要一個星期把船泊位，即使這艘船數(shù)天前已經(jīng)到達(dá)B區(qū)。從地理位置上看，A區(qū)和B區(qū)是由南中國海分開。公司必須花費(fèi)時間和資金通過使用海運(yùn)在B區(qū)開發(fā)新市場，這比航空運(yùn)輸成本更低

51、。但問題發(fā)生在該公司沒有一個良好的管理系統(tǒng)，因此返回產(chǎn)品的利率已經(jīng)升級。在對所有的過程進(jìn)行了分析后發(fā)現(xiàn)返回的草藥產(chǎn)品率高，主要是方法問題，包括庫存管理，營銷策略，產(chǎn)品定位，和通訊故障。</p><p><b>　　5解決方案建議</b></p><p>　　5.1短期的行動計劃</p><p>　　在短期內(nèi)，公司可以提高日常手工工作的盤點，通過

52、應(yīng)用ABC分析也稱為“使用價值分析”法，將項目優(yōu)先管理或以不同的方式控制。在這種情況下，為了減少返回的產(chǎn)品，分支B可以使用ABC分析應(yīng)用不同的營銷方式，確保產(chǎn)品到期前出售。它可以給員工一個物理盤點程序計數(shù)每日來識別一個組比如A、B、或C產(chǎn)品的銷售和產(chǎn)品的使用壽命。這個活動是免費(fèi)的，但它需要承諾在出口的零售商的員工，ABC分析將如表1。</p><p><b>　　5.2營銷方式</b><

53、;/p><p>　　據(jù)分析，這是確定的。分支B面臨著需求的變化以及剩余的產(chǎn)品。最后剩余產(chǎn)品導(dǎo)致退貨產(chǎn)品數(shù)量的增加，特別是在中藥方面。雖然草藥產(chǎn)品有幸再利用和再制造，但它會導(dǎo)致較高的成本，特別是運(yùn)輸上。在這里，我們表明，積極的市場營銷活動可以從分支B實現(xiàn)零退貨，并獲得B區(qū)詳細(xì)的市場份額。如表2所示。</p><p><b>　　表1 ABC分析B</b></p>

54、<p>　　表2 建議的營銷方式</p><p><b>　　6結(jié)論</b></p><p>　　本文提出的中草藥退回率高的問題是馬來西亞的草藥公司。發(fā)現(xiàn)時草藥產(chǎn)品到達(dá)分支B時產(chǎn)品壽命在之前只有16個月就到期了。有一個變化是公司缺乏了解供應(yīng)鏈成員應(yīng)對目前市場需求的變化。案例研究也表明，分支的生產(chǎn)隊生產(chǎn)數(shù)量眾多而未能出售。分公司營銷活動依賴于總部的主要促銷