設(shè)施規(guī)劃與物流分析外文翻譯

1、<p>　　中文2800字，1450單詞，8600英文字符</p><p>　　本科畢業(yè)設(shè)計(jì)（論文）</p><p><b>　　外文翻譯</b></p><p><b>　　設(shè)施規(guī)劃</b></p><p>　　James A. Tompkins </p><p&g

2、t;<b>　　引言</b></p><p>　　設(shè)施規(guī)劃在過去的十年間已經(jīng)被賦予了全新的意義。在過去，設(shè)施規(guī)劃一般被認(rèn)為是一門科學(xué)。而在當(dāng)今競(jìng)爭(zhēng)激烈的全球市場(chǎng)，設(shè)施規(guī)劃成為了一種策略。政府、教育機(jī)構(gòu)和企業(yè)已經(jīng)不再單獨(dú)相互競(jìng)爭(zhēng)，現(xiàn)在這些實(shí)體或企業(yè)將彼此聯(lián)合為合作企業(yè)、組織協(xié)會(huì)，并最終合成為供應(yīng)鏈，將客戶納入到整個(gè)供應(yīng)鏈過程以保持競(jìng)爭(zhēng)力。</p><p>　　這些年來設(shè)

3、施規(guī)劃問題一直是一個(gè)熱門話題。盡管它已擁有很悠久的歷史，但在目前的出版物、會(huì)議以及研究中，設(shè)施規(guī)劃仍是最受歡迎的科目之一。設(shè)施規(guī)劃的處理已經(jīng)從清單式或者菜單式的方法發(fā)展到了高度復(fù)雜的數(shù)學(xué)建模。在本文中，我們使用了一個(gè)實(shí)用的設(shè)施規(guī)劃方法，其利用了實(shí)證以及同時(shí)包含傳統(tǒng)和現(xiàn)代概念的分析方法。值得提及的是，在本文中擁有很廣泛的設(shè)施規(guī)劃應(yīng)用示例。例如，這本書的內(nèi)容可以適用于一個(gè)新醫(yī)院,一個(gè)裝配部門,一個(gè)已有的倉(cāng)庫(kù),或者一個(gè)機(jī)場(chǎng)的行李部的規(guī)劃。無論

4、問題是發(fā)生在醫(yī)院、生產(chǎn)工廠、配送中心、機(jī)場(chǎng)、零售商店、學(xué)校、銀行、還是辦公室或者這些設(shè)施的任何部分；無論是在一個(gè)發(fā)達(dá)國(guó)家的現(xiàn)代化設(shè)施還是在一個(gè)發(fā)展中國(guó)家的過時(shí)設(shè)施中，本文給出的材料在進(jìn)行規(guī)劃時(shí)都非常有用。重要的是要認(rèn)識(shí)到現(xiàn)代設(shè)施規(guī)劃中將設(shè)施當(dāng)作是一個(gè)動(dòng)態(tài)的實(shí)體，一個(gè)成功的設(shè)施規(guī)劃方案的關(guān)鍵因素是其適應(yīng)性以及適合全新應(yīng)用的能力。</p><p><b>　　設(shè)施規(guī)劃的定義</b></p&

5、gt;<p>　　當(dāng)今的設(shè)施規(guī)劃必須能夠幫助組織實(shí)現(xiàn)供應(yīng)鏈的優(yōu)越性。實(shí)現(xiàn)供應(yīng)鏈的優(yōu)越性是一個(gè)有六個(gè)步驟、或者說六個(gè)等級(jí)的過程。一如既往，這些步驟與優(yōu)越性、可見性、協(xié)同性、綜合性、敏捷性等聯(lián)系在一起。</p><p>　　當(dāng)一家公司最大化供應(yīng)鏈的各個(gè)功能（采購(gòu)-制造-運(yùn)輸-儲(chǔ)存-銷售），個(gè)體部門（如金融、市場(chǎng)營(yíng)銷、銷售、采購(gòu)、信息技術(shù)、研發(fā)、生產(chǎn)、分配和人力資源等部門）的目標(biāo)就是要成為公司最好的部門。

6、組織的有效性不是重點(diǎn)，每個(gè)組織內(nèi)的元素都需要試圖在其個(gè)體范圍內(nèi)表現(xiàn)良好。</p><p>　　只有在每個(gè)人的環(huán)節(jié)都實(shí)現(xiàn)卓越的績(jī)效之后，他或者她才能開始追求整個(gè)供應(yīng)鏈的卓越。為了實(shí)現(xiàn)供應(yīng)鏈的優(yōu)越性，公司必須摧毀內(nèi)部的壁壘，直到整個(gè)組織能夠作為一體來運(yùn)作。公司通常擁有很多部門和設(shè)施，包括工廠、倉(cāng)庫(kù)和配送中心，如果一個(gè)組織希望追求卓越的供應(yīng)鏈，它就必須審視自身的內(nèi)部，消除或減少部門和設(shè)施之間界限，并且開始一個(gè)無休無止的

7、持續(xù)改進(jìn)之旅，在部門，車間，供應(yīng)鏈等級(jí)的設(shè)計(jì)與系統(tǒng)中必須要有戰(zhàn)略和戰(zhàn)術(shù)計(jì)劃作為支持。</p><p>　　卓越的供應(yīng)鏈需要其中的每個(gè)人協(xié)同工作。然而，如果他們‘看不到’對(duì)方，供應(yīng)鏈中的人就不能協(xié)同?？梢暬?，作為供應(yīng)鏈優(yōu)越性的第三個(gè)等級(jí)，可以揭露供應(yīng)鏈中的每一個(gè)環(huán)節(jié)。它可以精簡(jiǎn)化供應(yīng)鏈，因?yàn)槠涮峁┝斯?yīng)鏈環(huán)節(jié)需要的當(dāng)前情形的信息。它被視為實(shí)現(xiàn)真正卓越的供應(yīng)鏈的第一步。</p><p>　　通

8、過可視化，整個(gè)組織已經(jīng)明白了在供應(yīng)鏈中自己的角色并認(rèn)識(shí)到其他的環(huán)節(jié)。例如，一家電子公司允許其顧客利用一個(gè)網(wǎng)站來查看其電路板生產(chǎn)，同時(shí)公司收集這些顧客（感興趣電路板）的信息提供給供應(yīng)商。因此可視化需要共享信息來使供應(yīng)鏈清楚接下來的訂單情況，并且這能夠令人驚奇的精簡(jiǎn)化供應(yīng)鏈。</p><p>　　一旦供應(yīng)鏈做到了可視化，就可以向著協(xié)同化進(jìn)發(fā)，這是供應(yīng)鏈優(yōu)越性的第四個(gè)等級(jí)。通過協(xié)同化，供應(yīng)鏈就能夠決定如何最好的面對(duì)市場(chǎng)

9、需求，供應(yīng)鏈將作為一個(gè)整體運(yùn)作來最大化顧客的滿意度，同時(shí)最小化庫(kù)存。協(xié)同化的實(shí)現(xiàn)需要通過適當(dāng)?shù)募夹g(shù)應(yīng)用和真正可靠的合作伙伴?，F(xiàn)在存在著各種各樣的協(xié)同技術(shù)，正如可視化軟件的情況一樣，供應(yīng)鏈必須選擇正確的技術(shù)或者能夠協(xié)同運(yùn)作的一系列技術(shù)的組合。而真正的伙伴關(guān)系需要供應(yīng)鏈所有環(huán)節(jié)的完全承諾，這種承諾基于信任和為了供應(yīng)鏈利益而作為整體工作的共同愿望。</p><p>　　當(dāng)協(xié)同化也就位之后，供應(yīng)鏈必須追求不斷提高直到成為

10、綜合體的過程。綜合體是指所有供應(yīng)鏈的聯(lián)合以形成一個(gè)整體。它創(chuàng)造出了在顧客眼中的完整途徑。綜合體的結(jié)果如下：</p><p>　　1、增加資產(chǎn)收益率：通過最大化庫(kù)存周轉(zhuǎn)、最小化廢棄庫(kù)存、最大化員工參與度、最大化持續(xù)改進(jìn)來實(shí)現(xiàn)。</p><p>　　2、提高顧客滿意度：因?yàn)榫C合化使得公司能夠通過定制響應(yīng)客戶的需求。綜合化使得他們更明白什么是增值的活動(dòng)，同時(shí)清楚如何處理彈性的問題和不斷變化的顧客

11、需求。他們完全理解高質(zhì)量與努力提供高價(jià)值服務(wù)的意義。</p><p>　　3、降低成本：通過審查運(yùn)輸成本、配送成本、庫(kù)存成本、逆向物流成本、包裝成本等，不斷尋找方法來降低將商品交付給客戶的總成本。</p><p>　　4、整合的供應(yīng)鏈：利用合作伙伴和各方面的交流溝通整合供應(yīng)鏈，并專注于最終的客戶。</p><p>　　綜合體不是一蹴而就的。找到供應(yīng)鏈各個(gè)環(huán)節(jié)之間的聯(lián)

12、系并消除其中的界線是需要時(shí)間的。然而，如果所有的環(huán)節(jié)都一清二楚并做到了互相協(xié)作，那么綜合化又是觸手可及的。</p><p>　　敏捷指的是這個(gè)綜合體能夠光速般的反應(yīng)和運(yùn)行。今天的商業(yè)環(huán)境對(duì)速度有極大的需求?？蛻衾镁W(wǎng)絡(luò)就可以直接給出訂單，而他們期望產(chǎn)品可以盡可能快的到達(dá)。敏捷的供應(yīng)鏈綜合體可以創(chuàng)造出滿足這些要求的多層次全球化網(wǎng)絡(luò)——就是那些通過合作伙伴、靈活性、穩(wěn)健設(shè)計(jì)、不斷適應(yīng)市場(chǎng)以滿足當(dāng)今經(jīng)濟(jì)環(huán)境需求的復(fù)雜的

13、諸多實(shí)體構(gòu)成的網(wǎng)絡(luò)。</p><p>　　設(shè)施則是這個(gè)多層次全球網(wǎng)絡(luò)的關(guān)鍵組成，同時(shí)也是卓越供應(yīng)鏈所必須的內(nèi)容。因此供應(yīng)鏈中的每個(gè)組織都應(yīng)該與它們頭腦中的供應(yīng)鏈伙伴進(jìn)行設(shè)施規(guī)劃。適當(dāng)?shù)脑O(shè)施規(guī)劃可以確保產(chǎn)品按照供應(yīng)鏈關(guān)系（采購(gòu)-制造-運(yùn)輸-存儲(chǔ)-銷售）最終流向客戶并保證其滿意度。因此，供應(yīng)鏈中的所有設(shè)備具有以下特點(diǎn)：</p><p>　　1、靈活性：靈活的設(shè)施能夠在不改變自身的情況下處理各種

14、各樣的需求。</p><p>　　2、模塊化：模塊化設(shè)施指的是能夠配合系統(tǒng)在各種操作環(huán)境下高效協(xié)同運(yùn)作的設(shè)施。</p><p>　　3、可升級(jí)性：可升級(jí)的設(shè)施能夠?qū)⒃O(shè)備系統(tǒng)與技術(shù)的進(jìn)步得體的整合起來。</p><p>　　4、適應(yīng)性：這意味著在設(shè)施的使用中要將日歷、周期、最大值等因素的影響考慮進(jìn)去。</p><p>　　5、操作可選性：這意味

15、著要理解每個(gè)設(shè)施每個(gè)部分的操作并允許其中有操作的應(yīng)急預(yù)案。</p><p>　　6、環(huán)境和能源友好：包括接受能源和環(huán)境設(shè)計(jì)在設(shè)計(jì)過程中的領(lǐng)導(dǎo)地位。可以在五個(gè)關(guān)鍵方面衡量人員和環(huán)境健康：選址的可持續(xù)發(fā)展、節(jié)約水資源、能源高效率、材料選擇和室內(nèi)環(huán)境質(zhì)量。</p><p>　　創(chuàng)建這些設(shè)施需要一個(gè)整體的方法。這個(gè)方法含有以下因素：</p><p>　　1、一體化：原材料和

16、信息集成在一個(gè)由客戶開始的自上而下的進(jìn)程中。</p><p>　　2、模糊邊界：消除傳統(tǒng)的客戶/供應(yīng)商、生產(chǎn)/倉(cāng)庫(kù)之間的界線，以及與訂單、服務(wù)、制造、分銷之間的界線。</p><p>　　3、兼并：相似與分離的商業(yè)實(shí)體的合并將會(huì)減少競(jìng)爭(zhēng)者，帶來更多的顧客和供應(yīng)商。兼并還包括從物理角度講的站點(diǎn)，公司和功能的合并。</p><p>　　4、可靠性：強(qiáng)大的系統(tǒng)，包括冗余系

17、統(tǒng)、容錯(cuò)系統(tǒng)的安裝啟用將保證設(shè)施高水平、長(zhǎng)時(shí)間的運(yùn)行。</p><p>　　5、可維護(hù)性：包括預(yù)防性維護(hù)和預(yù)見性維護(hù)。預(yù)防性維護(hù)是一個(gè)連續(xù)的過程，最大限度的減少未來的維護(hù)問題；預(yù)見性維護(hù)是通過一臺(tái)機(jī)器或一個(gè)系統(tǒng)的感應(yīng)裝置預(yù)測(cè)潛在的問題。</p><p>　　6、經(jīng)濟(jì)先進(jìn)性：采用將有助于決策的分散信息集成到一個(gè)整體的創(chuàng)新的財(cái)政實(shí)踐方法。</p><p>　　如此看來，

18、對(duì)設(shè)施規(guī)劃者而言，持續(xù)改進(jìn)的卓越供應(yīng)鏈的概念絕對(duì)是設(shè)施規(guī)劃周期中不可缺少的因素。無論你是參與規(guī)劃一個(gè)全新的設(shè)施還是計(jì)劃更新現(xiàn)有的設(shè)施，設(shè)施規(guī)劃的基本過程是不變的。</p><p>　　Facilities Planning（p3-p6）</p><p>　　James A. Tompkins </p><p>　　Introduction </p>

19、<p>　　Facilities planning has taken on a whole new meaning in the past 10 years. In the past, facilities planning was primarily considered to be a science. In today's competitive global marketplace, facilities

20、planning is a strategy. Governments, educational institutions, and businesses no longer compete against one another individually. These entities now align themselves into cooperatives, organizations’ associations, and ul

21、timately synthesized supply chains, to remain competitive by bringing the cu</p><p>　　The subject of facilities planning has been a popular topic for many years. In spite of its long heritage, it is one of t

22、he most popular subjects of current publications, conferences, and research. The treatment of facilities planning as a subject has ranged from checklist, cookbook-type approaches to highly sophisticated mathematical mode

23、ling. In this text we employ a practical approach to facilities planning, taking advantage of empirical and analytical approaches using both traditional and co</p><p>　　Facilities Planning Defined</p>

24、<p>　　The facilities we plan today must help an organization achieve supply chain excellence. Supply chain excellence is a process with six steps, or levels. These steps are business as usual, link excellence, visi

25、bility，collaboration, synthesis, and velocity.</p><p>　　Business as usual is when a company works hard to maximize the individual functions of the supply chain (buy-make-move-store-sell). The goal of individ

26、ual departments, such as finance, marketing, sales，purchasing, information technology. research and development, manufacturing, distribution, and human resources, is to be the best department in the company. Organization

27、al effectiveness is not the emphasis. Each organizational element attempts to function well within its individual silo.</p><p>　　Only after one’s link achieves performance excellence can he or she begin to p

28、ursue supply chain excellence. To achieve link excellence，companies must tear down the internal boundaries until the entire organization functions as one. Companies usually have numerous departments and facilities, inclu

29、ding plants, warehouses, and distribution centers (DCs). If an organization hopes to pursue supply chain excellence, it muse look within itself, eliminate and blur any boundaries between departments an</p><p&

30、gt;　　Supply chain excellence requires everyone along the supply chain to work together. Everyone in the supply chain cannot work together, however, if they cannot see one another. Visibility, the third level of supply ch

31、ain excellence, brings to light all links in the supply chain. It minimizes supply chain surprises because it provides the information links needed to understand the ongoing status. It could be considered the first real

32、step toward supply chain excellence.</p><p>　　Through visibility, organizations come to understand their roles in a supply chain and are aware of the other links. An example is an electronics company with a

33、Web site that allows its customers to view circuit boards and then funnels information about those customers to suppliers. Visibility thus requires sharing information so that the links understand the ongoing order statu

34、s and thus minimize supply chain surprises.</p><p>　　Once a supply chain achieves visibility, it can move to collaboration，the fourth level of supply chain excellence. Thorough collaboration. the supply chai

35、n can determine how best to meet the demands of the marketplace. The supply chain works as a whole to maximize customer satisfaction while minimizing inventories. Collaboration is achieved through the proper application

36、of technology and true partnerships. Various collaboration technologies exist, and. as with visibility software, the supply ch</p><p>　　After collaboration is in place, the supply chain then must pursue the

37、continuous improvement process of synthesis. Synthesis is the unification of all supply chain links to form a whole. It creates a complete pipeline from a customer perspective. The results of synthesis are as follows：<

38、;/p><p>　　?Increased ROA. This is achieved by maximizing inventory turns, minimizing obsolete inventory, maximizing employee participation, and maximizing continuous improvement.</p><p>　　?Improv

39、ed customer satisfaction. This is achieved because synthesis creates companies that are responsive to the customer's needs through customization.</p><p>　　They understand value-added activity. They also

40、understand the issue of flexibility and how to meet ever-changing customer requirements. They completely comprehend the meaning of high quality and strive to provide high value.</p><p>　　?Reduced costs. Thi

41、s is achieved by scrutinizing transportation costs, acquisition costs, distribution costs, inventory carrying costs, reverse logistics costs, packaging costs，and so on and continually searching for ways to drive down the

42、 total delivered — to — customer cost.</p><p>　　?An integrated supply chain. This is achieved by using partnerships and communication to integrate the supply chain and focus on the ultimate customer.</p&

43、gt;<p>　　Synthesis is not achieved overnight. It takes time to take the links of a supply chain and remove the boundaries between them. However，if all links are visible and all collaborate，then synthesis is within

44、 reach.</p><p>　　Velocity is synthesis at the speed of light. Today's business environment demands speed. The Internet has created immediate orders, and customers expect their products to arrive almost a

45、s quickly. Synthesis with speed creates multilevel global networks that meet these demands-these are complex entities that can meet the demands of today’s economy through a combination of partnerships, flexibility, robus

46、t design, and ongoing adaption to marketplace requirements.</p><p>　　Facilities are critical components of the multilevel global networks necessary for supply chain excellence. Each organization in the suppl

47、y chain should therefore plan facilities with its supply chain partners in mind. Proper facilities planning along the supply chain ensures that the product will follow the supply chain series buy — make — move — store —

48、sell to the satisfaction of the ultimate customer. Therefore，all facilities in the supply chain have the following characteristics:</p><p>　　?Flexibility. Flexible facilities are able to handle a variety of

49、 requirements without being altered.</p><p>　　?Modularity. Modular facilities are those with systems that cooperate efficiently over a wide range of operating rates.</p><p>　　?Upgradability. U

50、pgraded facilities gracefully incorporate advances in equipment systems and technology.</p><p>　　?Adaptability. This means taking into consideration the implications of calendars, cycles, and peaks in facil

51、ities use.</p><p>　　?Selective operability. This means understanding how each facility segment operates and allows contingency plans to be put in place.</p><p>　　?Environmental and energy frie

52、ndliness. This involves adopting the process of leadership in energy and environmental design (LEED). A whole-building approach to sustainability recognizes performance in five key areas of human and environmental health

53、： sustainable site development, water savings, energy efficiency, materials selection, and indoor environmental quality.</p><p>　　Creating these facilities requires a holistic approach. The elements of this

54、approach are as follows：</p><p>　　?Total integration-the integration of material and information flow in a true, top-down progression that begins with the customer.</p><p>　　?Blurred boundarie

55、s—the elimination of the traditional customer/supplier and manufacturing/warehousing relationships, as well as those among order entry, service，manufacturing, and distribution.</p><p>　　?Consolidation-the m

56、erging of similar and disparate business entities that results in fewer and stronger competitors，customers, and suppliers. Consolidation also includes the physical merging of sites, companies, and functions.</p>&

57、lt;p>　　?Reliability-the implementation of robust systems, redundant systems, and fault-tolerant systems to create very high levels of uptime.</p><p>　　?Maintenance-a combination of preventive maintenanc

58、e and predictive maintenance. Preventive maintenance Is a continuous process that minimizes future maintenance problems. Predictive maintenance anticipates potential problems by sensing the operations of a machine or sys

59、tem.</p><p>　　?Economic progressiveness-the adoption of innovative fiscal practices that integrate scattered information into a whole that may be used for decision making.</p><p>　　In this rega

60、rd, for a facilities planner, the notion of continuous improvement for supply chain excellence must be an integral element of the facilities planning cycle. Whether you are involved in planning a new facility or plannin