Catalogue
Chapter 1 Logistics and Freight Distribution ...................................................................................... 4
Text 1 Logistics ......................................................................................Error! Bookmark not defined.
Dialogue 1 The Gateway to Europe ..................................................................................................... 4
Text 2 Freight Distribution....................................................................Error! Bookmark not defined.
Dialogue 2 Distribution Center Jobs ................................................................................................... 7
Case Study 1 Activities of Logistics System ...........................................Error! Bookmark not defined.
Exam Paper 1 ....................................................................................................................................... 9
Chapter 2 Supply Chain Management ............................................................................................... 12
Text 3 The Characteristic of Supply Chain Management ......................Error! Bookmark not defined.
Dialogue 3 Interview with Joel Sutherland (I) ................................................................................... 12
Text 4 Selecting Supply Chain Solution.................................................Error! Bookmark not defined.
Dialogue 4 Interview with Joel Sutherland (II) .................................................................................. 14
Case Study 2 Future Trends in Supply Chain Management ..................Error! Bookmark not defined.
Exam Paper 2 ..................................................................................................................................... 16
Chapter 3 Transportation and Intermodalism .................................................................................. 19
Text 5 Transportation Theory................................................................Error! Bookmark not defined.
Dialogue 5 Saving Money on Transportation ..................................................................................... 19
Text 6 Containerization and Intermodalism ..........................................Error! Bookmark not defined.
Dialogue 6 Common Auto Transport Questions ................................................................................. 21
Case Study 3 Transportation in Geography ..........................................Error! Bookmark not defined.
Exam Paper 3 ..................................................................................................................................... 23
Chapter 4 Outsourcing and Globalization ......................................................................................... 24
Text 7 Outsourcing Is Done for Many Reasons .....................................Error! Bookmark not defined.
Dialogue 7 CEVA’s CEO Offers up Take on Global Logistics Consolidation(Ⅰ) ............................ 24
Text 8 Definition of an International Logistics Zone ............................Error! Bookmark not defined.
Dialogue 8 CEVA’s CEO Offers up Take on Global Logistics Consolidation(Ⅱ) ............................ 25
Case Study 4 Third Party Logistics Relationship ..................................Error! Bookmark not defined.
Exam Paper 4 ..................................................................................................................................... 27
Chapter 5 Retailing Industry............................................................................................................... 28
Text 9 Report on China Retailing Industry ............................................Error! Bookmark not defined.
Dialogue 9 The Retail Logistics Landscape Is so Diverse ................................................................. 28
Text 10 Keeping up with the Retail Supply Chain .................................Error! Bookmark not defined.
Dialogue 10 We Are Totaly Convinced about the Potential of RFID ................................................ 30
Case Study 5 Retail Supply Chain .........................................................Error! Bookmark not defined.
Exam Paper 5 ..................................................................................................................................... 32
Chapter 6 Chain Store ......................................................................................................................... 34
Text 11 Standardization of the Operation of Chain Stores Opinion ......Error! Bookmark not defined.
Dialogue 11 Reach Marketing ........................................................................................................... 34
Text 12 Features of Development of Chain Store ..................................Error! Bookmark not defined.
Dialogue 12 an Expanding Home Furnishings Chain ....................................................................... 36
Case Study 6 Turn the Crisis into Opportunity .....................................Error! Bookmark not defined.
Exam Paper 6 ..................................................................................................................................... 38
Chapter 7 Electronic Commerce ......................................................................................................... 40
Text 13 The Background of E-Commerce Logistics in China ...............Error! Bookmark not defined.
Dialogue 13 Gideon Stein Speaks on IM Networks (Ⅰ) .................................................................... 40
Text 14
The Definition of E-commerce and E-logistics ......................Error! Bookmark not defined.
Dialogue 14 Gideon Stein Speaks on IM Networks (Ⅱ) .................................................................... 43
Case Study 7 E-logistics: Trends and Opportunities.............................Error! Bookmark not defined.
Exam Paper 7 ..................................................................................................................................... 45
Chapter 8 Warehouse and Inventory ................................................................................................. 46
Text 15 Warehouses and Stores Processes ............................................Error! Bookmark not defined.
Dialogue 15 A Conversation with Joe Couto(Ⅰ) .............................................................................. 46
Text 16 Stock Control System ................................................................Error! Bookmark not defined.
Dialogue 16 A Conversation with Joe Couto(Ⅱ) .............................................................................. 48
Case Study 8 Warehouse Management .................................................Error! Bookmark not defined.
Exam Paper 8 ..................................................................................................................................... 51
Chapter 9 Procurement Management ................................................................................................ 52
Text 17
Definition about Procurement ...............................................Error! Bookmark not defined.
Dialogue 17 Conversations with Cisco Management(Ⅰ) .................................................................. 52
Text 18 Procurement Planning and Specifications ...............................Error! Bookmark not defined.
Dialogue 18 Conversations with Cisco Management(Ⅱ) .................................................................. 54
Case Study 9 Procurement Methods......................................................Error! Bookmark not defined.
Exam Paper 9 ..................................................................................................................................... 56
Chapter 10 Information Management ................................................................................................ 59
Text 19 Logistics Information and Communication Technology ...........Error! Bookmark not defined.
Dialogue 19 Information Management for Agricultural Development .............................................. 59
Text 20 Information Application ...........................................................Error! Bookmark not defined.
Dialogue 20 Security Information and Event Management ............................................................... 60
Case Study 10 Develop a Matrix of a Site’s Location Parameters .......Error! Bookmark not defined.
Exam Paper 10 ................................................................................................................................... 62
Chapter 11 Marketing and Customer Service ................................................................................... 63
Text 21 an Emerging Marketing ............................................................Error! Bookmark not defined.
Dialogue 21 Customer Service ........................................................................................................... 63
Text 22 Customer Serrvice ....................................................................Error! Bookmark not defined.
Dialogue 22 Q&A with Andy Sernovitz .............................................................................................. 65
Case Study 11 The Conception of Customer Service.............................Error! Bookmark not defined.
Exam Paper 11 ................................................................................................................................... 67
Chapter 12 Equipments and Packaging ............................................................................................. 68
Text 23 A Logistics Equipment Company ..............................................Error! Bookmark not defined.
Dialogue 23 Cisco IOS Packaging ..................................................................................................... 68
Text 24 Packaging Types.......................................................................Error! Bookmark not defined.
Dialogue 24 Fruits and Vegetables Packaging .................................................................................. 70
Case Study 12 Coca-Cola Company .....................................................Error! Bookmark not defined.
Exam Paper 12 ................................................................................................................................... 72
Appendix I
单据缮制 ...................................................................................................................... 74
Appendix II
Abbreviations ............................................................................................................... 92
Appendix III
Reference .................................................................................................................... 96
Chapter 1 Logistics and Freight Distribution
Dialogue 1 The Gateway to Europe
With its centralized location, market proximity and highly developed logistics infrastructure,
the Netherlands is often called ‘The Gateway to Europe’. To learn more - click on a question for a
quick link to the answer, or scroll down to read the entire section.
Q: Why is logistics important for my company’s success in Europe?
A: To become successful in the European market, offering the right product for the right price
is just not enough anymore. If your company plans to compete with the existing players in the
market, you must do it at the right place, in the right time, and in the right configuration. So, it’s
essential to set-up an effective and efficient supply chain, tailored to the unique characteristics of
your products, service levels and markets.
There are, of course, many ways to set up your European supply chain. However, one of the
most common is the centralized European distribution model, in which your entire European
supply chain is managed from one central point in Europe.
Q: Where should I set up my European Distribution Center?
A: One of the crucial aspects in designing your European supply chain is selecting the right
location for your European Distribution Center. Location factors such as air and sea port capacity,
quality of the transport infrastructure, availability of logistics services, employment and real estate
are obviously important. But don’t forget to consider customs regulations and the tax environment
as well. The Netherlands is an ideal location from which to serve the European market. In fact,
more than 50% of all international companies using a Centralized European Distribution Center
located it in the Netherlands.
The Dutch trading history goes back many centuries, so there’s a long-established tradition in
transport and logistics. Unique characteristics of the Netherlands include:
 Central location within the European market
 Excellent sea and airport facilities
 Extensive transport infrastructure with fast connections
 Excellent and well-developed logistics industry
 Internationally-oriented business community
Q: Are there tax and customs advantages to importing my goods via the Netherlands?
A: Since foreign trade and investments contribute significantly to the Dutch economy, the
Dutch government works hard to create an attractive business climate for foreign companies. It
aims to facilitate doing business via the Netherlands through cooperation and flexibility, as well as
streamlined customs procedures that quickly validate documents. Bureaucratic red tape and
customs checks have been replaced by streamlined administrative controls. Examples of this are:
Customs Bonded Warehousing Theoretically, customs duties are due when goods are
imported into the European Union (EU). But the Netherlands allows the payment of these duties to
be postponed through the storage of the goods in a customs bonded warehouse. Only when the
goods are shipped out of the warehouse does the company pay the import duties. This can result in
considerable cash-flow advantages.
VAT Deferment System In contrast to most other EU member states, the Netherlands has
instituted a system that provides for the deferment of VAT at the time of import. Instead of paying
VAT when the goods are imported into free circulation within the EU, the payment can be deferred
to a periodic VAT return. Under this system, the VAT at import should be declared but the amount
can be deducted on the same return. The bottom line is that there is no actual payment of VAT at
import, so that you can realize cash-flow and interest earning benefits.
Highly Automated Customs Procedures Dutch Customs makes use of computerized
clearance systems that speed up the flow of cargo. Also, as a result of unified and standardized
documentation across the EU, approval time is minimized and costly delays are eliminated.
Q: When I start doing business in Europe, should I set up my own distribution center or
can I find a partner who can do this for me?
A: The choice between outsourcing and setting up your own logistics operation depends on
various issues: Is logistics a core or strategic activity? What would be the type and scale of the
operation? What is the required time-to-market, and how much logistics knowledge is available in
the company? However - especially for companies starting to do business in Europe for the first
time - outsourcing the logistics operation to a local logistics service provider (LSP) can offer
considerable advantages. Some of these advantages include:
 No capital investments needed - fewer risks
 Lower total logistics costs
 Flexibility in space and manpower
 Economies of scale
 Insight into logistics costs
 Concentration on core business
 Flexibility in supply chain set-up
In Europe outsourcing logistics activities to logistics service providers (LSP’s) is more
common than in the US and Canada. Of all operations, about 65% is outsourced worldwide, but in
the Netherlands this percentage is an even higher 75%. The reason is the high volume of goods
flowing via the Netherlands. This makes it profitable for LSP’s to offer warehousing,
transportation services and value added services. The advantages for your company are that the
rates are competitive, and there are frequent connections to pan-European destinations.
Q: Which services can I outsource to a logistics service provider?
A: Companies in the logistics industry here offer a wide variety of services to clients.
‘Standard’ services offered include:
 Freight forwarding from all over the world to Europe
 Customs clearance
 Storage
 Order-receiving and preparation
 Value-added services such as final assembly, labeling, kitting, fiscal representation
 Transportation throughout Europe
 Management information
The logistics service provider can also assist you in optimizing your supply chain, which can
save on costs and improve lead-times.
New Words and Phrases
contemporary [] n.同时代的人adj.当代的, 同时代的
merely [] adv.仅仅, 只, 不过
reside in v.居住
concomitant [] adj.伴随的n.伴随物
bring forward v.提出, 提前, 显示
dedicate to v.献身
revictual [] v.再供粮食, 再补给
multidimensional [] adj.多面的, 多维的
transshipment n.转载
conventionally adv.按照惯例, 照常套, 照老例
array [] n.排列, 编队, 军队, 衣服, 大批vt.部署, 穿着, 排列
discard [] vt.丢弃, 抛弃v.放弃
blurring [] 模糊, 斑点甚多, (图象的)混乱
reciprocal relationship互反关系
coordinate [] n.同等者, 同等物, 坐标(用复数)adj.同等的,
并列的vt.调整, 整理
consolidation [] n.巩固, 合并
decomposition [] n.分解, 腐烂
proximity [] n.接近, 亲近
extraction [] n.抽出, 取出, [化]提取(法)萃取法, 抽出物, 摘要,
血统, [数]开方(法)
milestone [] n.里程碑, 里程标, 重要事件, 转折点
endeavor [] n.努力, 尽力vi.尽力, 努力
corridor [] n.走廊
standpoint [] n.立场, 观点
suburban [] adj.郊外的, 偏远的
replenishment n.补给, 补充
storey [] n.[建] 层
foremost [] adj.(位置或时间)最先的, 最初的, 最重要的adv.首要地,
首先
agglomerate [] n.大团, 大块adj.成块的, 凝聚的vt.使成团, 使
成块, 使凝聚vi.成团, 成块, 凝聚
embedded [] adj.植入的, 深入的, 内含的
paradigm ] n.范例
in terms of adv.根据, 按照, 用……的话, 在……方面
witness [] n.[律]证人, 目击者, 证据, 证明, 证词vt.目击, 为...作证, 证明,
表明vi.作证, 成为证据
scenario [] n.想定, 游戏的关, 或是某一特定情节
pickup [] n.拾起, 获得
double-edged adj.双头的, 双重的, 两刃的
sword [] n.剑
empower [] v.授权与, 使能够
proximity [] n.接近, 亲近
real estate n.房地产, 房地产所有权
bureaucratic [] adj.官僚政治的
postponed v.延期,缓办 vbl.延期,缓办
VAT =Value-Added Tax 增值税, 附加价值税
deduct [] vt.扣除, 演绎
kit [kit] n.成套工具, 用具包, 工具箱, 成套用具
fiscal [] adj.财政的, 国库的, 会计的, 国库岁入的n.(苏格兰和欧洲某
些国家的)检查官, 印花税票
Dialogue 2 Distribution Center Jobs
Q: Does Distribution have both fulltime and part-time opportunities?
A: Yes. The majority of Distribution associates are fulltime, but we are also very flexible
working with associates who only desire part-time positions.
Q: Does Publix hire many external candidates for hourly positions in Distribution?
A: Absolutely. The most common are order selectors, maintenance mechanics, ammonia
refrigeration specialists and clerical positions.
Q: Is it true Publix offers free meals?
A: If there is a cafeteria at or near the facility in which you work, support associates
(Distribution, Manufacturing, and Corporate) are entitled to a free hot buffet-style meal in the
cafeteria on the days they work.
Q: How do I know what openings there are at a specific Distribution Center and how do
I apply?
A: Each Distribution Center has its own specific needs, which change frequently. You may
inquire about current openings by calling our Jobline, available 24 hours a day, to hear a
recording that lists all openings as well as instructions on how to apply for any that interest you.
You may also view job openings on www.publix.jobs/support.
Q: How do I know what management openings there are at a Distribution Center?
A: Generally, we do not advertise for management openings because most of them are filled
by promotion from within. However, we occasionally accept applications from outside the
company for specific positions. Those openings are listed on www.publix.jobs/support.
Q: How old do you have to be to work at a Distribution Center?
A: Distribution only accepts applications from job seekers who are at least 18 years old.
Federal and state laws regulate the employment of minors. These laws specifically regulate the
hours that individuals under the age of 18 may work, the occupations in which they may be
employed, and the hazardous equipment and/or materials from which they are restricted.
Q: Am I required to have experience working in a Distribution Center to apply for
openings at your Distribution Center?
A: Usually not, but those who do have that experience have an advantage over those who do
not.
Q: If I am interested in a position in one of your Distribution Centers, where do I send
my résumé?
A: We do not process unsolicited résumés for Distribution positions. All applications for
positions in our Distribution Centers must be completed in person at a Publix Employment Office
or submitted through www.publix.jobs/support or Hotjobs.
Q: Will I be contacted after submitting an application?
A: Only applicants who are chosen for an interview are called. The number of applications
we receive makes it impossible to contact each applicant.
Q: How long is my application active?
A: For 60 days. If you don’t hear anything within 60 days after you apply, we encourage you
to reapply.
Q: What are some of the expectations you have for people who are invited to join your
company?
A: Publix is a leader in the supermarket industry because our associates have high standards.
They are individuals who can meet our lofty expectations. In fact, they are people who only want
to work with others who also have high standards. To maintain our leadership position and
positive company morale, we strive to hire people who are:
 passionate about delivering premier customer service,
 driven to make things better—for Publix and for the communities we serve,
 energized by teamwork, and
 honest, dependable, respectful of others and of Publix property.
New Words and Phrases
roughly [] adv.概略地, 粗糙地
contemporary [] n.同时代的人adj.当代的, 同时代的
subcontractor [] n.转包商, 次承包者
bundle [] n.捆, 束, 包v.捆扎
spatial [] adj.空间的
intricate [] adj.复杂的, 错综的, 难以理解的
merchandising [] n.商品之广告推销,销售规划
predominant [] adj.卓越的, 支配的, 主要的, 突出的, 有影响的
mitigate [] v.减轻
depreciation cost折旧费
concomitant [] adj.伴随的n.伴随物
tolerance [] n.公差, 宽容, 忍受, 容忍, (食物中残存杀虫剂的)(法定)容许
量
vt.给(机器部件等)规定公差
distinct [] adj.清楚的, 明显的, 截然不同的, 独特的
convergence [] n.集中, 收敛
synchronization [] n.同一时刻n.同步
eliminate [] vt.排除, 消除v.除去
intermediary [] n.仲裁者, 调解者, 中间物adj.中间的, 媒介
的
tier [] n.列, 行, 排, 层, 等级vt.使造成递升排列, 使层叠vi.成递升徘列
realm [] n.领域
dislocation [] n.混乱, 断层, 脱臼
level off v.平整, 变平, 稳定
progressive [] n.改革论者, 进步论者adj.前进的, (税收)累进的, 进步
的
discipline [] n.纪律, 学科v.训练
designated指定的, 派定的
bypass [] n.旁路vt.设旁路, 迂回
pioneer []n.先驱, 倡导者, 先遣兵, 先锋
ammonia [] n.[化]氨, 氨水
cafeteria [] n.自助餐厅
hazardous [] adj.危险的, 冒险的, 碰运气的
unsolicited [] adj.未被恳求的, 主动提供的
lofty [] adj.高高的, 崇高的, 高傲的, 高级的
passionate [] adj.充满热情的
Exam Paper 1
LOGISTICS AND MULTI-MODAL TRANSPORT
Time allowed – Three hours
Answer any FIVE questions – All questions carry equal marks
1. Describe how the container terminal interface should be geared in a multimodal transportation
system. How can good road/rail connections improve the efficiency of terminals? Use examples to
elaborate your answer.
2. Discuss the evolution of third-party (3PL) and fourth-party (4PL) logistics concepts over the
years and, compare and contrast the differences between the developed world and developing
world including emerging economies. Use examples.
3. Explain the importance and benefits of proper inventory management systems for a company
and the options available to manage the costs together with their limitations and risks.
4. Explain the importance of electronic commerce and how it helps to increase the efficiency for a
multi-modal transportation business together with the developments that can be envisaged into the
future. Are there any risks involved? Discuss.
5. Recently, the shipping industry saw container vessels as large as 12,000 TEU being introduced
in some trade-lanes. Are these large vessels very important to facilitate the escalating world trade?
Are there any alternatives available? Discuss with examples.
6. Discuss how the traditional usage of a Bill of Lading could be modified to suit today’s
requirements. Express your imagination with examples.
7. Describe the role of logistics in the context of ‘globalised world’. Answers should cover all
modes of transportation.
8. ‘Competition Laws’ is a mainstream discussion in the shipping industry. Discuss the
developments taking place in different parts of the world.
EXAMINER’S REPORT
The overall results were not very satisfactory this year. The work of a large number of
candidates was incomplete and/or out of focus. A considerable number of candidates seem to have
totally misunderstood one or two questions. As usual, some answers were too short, and the
content was insufficient to reach the required level to gain a pass. Although some answers carried
the logical flow needed, candidates did not cite any/good examples/illustrations to display the
knowledge and, as a result, candidates could not attain the pass mark. Most answers showed lack
of planning as well.
QUESTION 1 – CONTAINER TERMINAL INTERFACE WITH OTHER TRANSPORT
SYSTEMS
This was one of the very popular questions and most candidates managed to score well.
Candidates were supposed to explain the facilities container terminals required for an efficient and
effective turnaround of container trains and trucks. The requirement included; wide port access
roads, automated gates and sufficient rail tracks, inland container depots (ICDs) and other
connected facilities to avoid the bottlenecks in the landside. Modern port handling equipments is
an integral part. If the port is a Tran-shipment hub and expecting large ships (10,000 - 14,000 TEU
capacity), the ports should be equipped with the necessary port equipments to provide fast
turnarounds to these vessels. The container yard and storage capacity is also important to avoid
congestion. Also, efficient transfers between ports and airports, cargo consolidation facilities,
modern IT facilities etc. are required. For the second part of the question, candidates were
expected to demonstrate their knowledge as to how good rail/road connections could improve the
terminal operations with suitable examples.
QUESTION 2 – THIRD PARTYAND FOURTH PARTY LOGISTICS
This was not a popular question although it was wide-open. Basically, candidates were
required, at the outset, to define the concepts of. 3P/L (a company providing logistics services sometimes customized – with integrated warehousing and transportation solutions) and 4P/L (a
company providing more strategic solutions with an aim to long term cost reductions with
consultancy options) However, the services 3P/L and 4P/L companies provide may differ from
location to location and candidates were required to explain the evolution and level of
developments in different geographic locations (both developed and developing world) with
examples.
QUESTION 3 – INVENTORY MANAGEMENT SYSTEMS.
Most candidates misunderstood this question. The question was all about the inventory
management systems of capital goods. But this focus was seldom seen. Candidates discussed the
inventory control of equipments such as containers. The answers should highlight the importance
of proper inventory management systems of a business from a cost control point of view. As
options available, candidates were expected to discussed, ‘Just in Time’ (JIT), BSS (Buy, Stock,
Sell), 3S (Sell, Source, Ship), Distribution Centre (DC) strategy etc together with their limitations
and risks including what happens if the system is interrupted.
QUESTION 4 – ELECTRONIC COMMERCE
This was another popular question which was wide-open for candidates to show their
knowledge of the developments of e-commerce in multimodal transportation. There can be
numerous/endless applications in operation. This includes real time tracking systems available
from the place of origin up to the place of destination. Creative thinking was expected and due
credit has been given to logical discussions and imaginations. But, most answers were limited to
stereotype- traditional thinking and innovative expressions were rather scarce. There can be
numerous security risks in the usage of electronic commerce. The involved risks were to be
identified and explained.
QUESTION 5 – 12,000 TEU SHIPS - ARE THEY IMPORTANT, ANY ALTERNATIVES?
This was a rather practical question where candidates could bring in their knowledge and
experience. The shipping industry saw over 12,000 TEU capacity vessels a few years back. These
vessels are mostly deployed in the Asia-Europe trade lane. The question gave an opportunity to
discuss the importance of the larger vessels in today’s context (in terms of international trade
growth). The answers should cover - how these vessels are deployed, their service patterns/trade
lanes and the current demand and supply situation. The discussion can be extended to cost
effective alternatives as well. Well-balanced and creative answers earned extra marks.
QUESTION 6 – HOW THE USAGE BILL OF LADING CAN BE MODIFIED
The question was totally misunderstood by most candidates. Instead of discussing how the
usage of bill of lading can be modified, candidates discussed the functions of the bill of lading.
Basically, this was all about transforming the system to use electronic forms of bill of lading.
Answers should cover the developments such as the electronic-B/L options available like ‘Bolero’
which is rather limited to a club. Most large shipping companies are now advocating for e-B/L and
other measures of standardization to suit the 21st century. However, this is a mammoth task as all
stakeholders including shipping lines, customs, banks, other authorities etc. need to agree on the
system and there can be numerous security issues. It was important to discuss the pros and cons
and risks involved in the usage of e-B/Ls. Discussions with appropriate/logical creative thinking
earned extra marks.
QUESTION 7 – THE ROLE OF LOGISTICS IN THE ‘GLOBALISED’ WORLD
This was an open-ended, practical question where candidates could bring in their knowledge
and understanding of developments in the entire logistical arena and its role. The answers should
contain examples covering different geographic locations and all modes of transportation and
depicted the today’s logistics world.
QUESTION 8 – COMPETITION LAWS AND THEIR DEVELOPMENTS
The knowledge of the candidates was poor and this was one of the least popular questions.
This covered deregulatory issues and how competition laws are taking shape around the world.
The liner conferences are getting banned in October this year within the European Union. Also, in
many other places such as China, India and South East Asian countries, shippers are accusing the
liner conferences as price fixing bodies and the authorities are becoming very strict, and
introducing stringent regulatory and monitoring measures. The answers should cover the current
situation in Europe and USA. However, due credit has been given for other contributions. Extra
marks have been awarded to those who compared and contrasted.
CONCLUSION
As usual, some candidates reproduced the questions on the answer script wasting valuable
time. Lack of preparation was noticed. It is always prudent to acquire useful techniques that are
needed to deal with written examinations. Some displayed time management deficiencies as well.
It is a good practice to commence answers with an introductory paragraph and end with some sort
of conclusion to enhance the quality of the answer. This brings a good order and system. But, this
was not seen in most scripts. In some cases these structural improvements could have enhanced
the quality and brought a few extra marks to jump the threshold to a pass.
Chapter 2 Supply Chain Management
Dialogue 3 Interview with Joel Sutherland (I)
Sutherland, who has a B.S. degree from the University of Southern California and an M.B.A.
from Pepperdine University, spoke recently with DC Velocity Editor at Large James Cooke about
his career.
Q: How did you end up in the supply chain profession?
A: I was going to the University of Southern California, thinking I was going to be an
engineer and I found a course that I liked more through the business school that was called
“Marketing, Logistics and Transportation Management.” So I entered that program in my
sophomore year and ultimately got my undergraduate degree in business with a focus in marketing,
logistics, and transportation management.
Q: in giving you the Distinguished Service Award, CSCMP noted that you were behind
a number of innovations in the field. Can you describe one of those innovations and its
impact?
A: I have a couple, but I will give you one in particular—collaborative transportation
management. I was recruited by the president of J.B. Hunt Logistics to come in and help him craft
a division for a new company that we eventually named “Transplace”. This goes back to
1998-1999. We were doing something unique in terms of working with our clients and carrier
partners as a third party. We got involved with collaborative transportation management and
worked very closely with Wal-Mart and Procter & Gamble on that. Then, as we started servicing
other customers like AutoZone and Office Depot, I started putting together this collaborative
relationship.
I then got involved with VICS [the Voluntary Interindustry Commerce Solutions Association]
because they wanted to know if there was a relationship between CPFR (collaborative planning,
forecasting, and replenishment) and collaborative transportation management. I spent several
years running a committee for VICS, where we defined what collaboration transportation
management was.
I will skip forward to today. I am working through the center here at Lehigh with a
confectionery company called Just Born. We are developing a collaborative supply chain with Just
Born and other candy companies—we call it the “confection connection.” As part of the program,
we are going to co-load the shipments of these multiple candy companies that are going to the
same locations—we’re putting them on the same truck at the same time.
This all came about from collaboration transportation or collaborative supply chain. There are
other forms of collaboration—collaborative warehousing, collaborative communications, and so
forth—but transportation is where the biggest savings come from.
Q: Can you briefly define collaborative transportation?
A: Well, it is where multiple parties—shippers—work together to serve a common customer.
So in the case of Just Born, the shippers are candy manufacturers and the common customers are
retailers. The program allows the manufacturers to save on freight costs by consolidating loads
going to the same location. In the confectionery industry, 75 to 90 percent of the shipments are
LTL today. If you can combine shipments going to the same locations, you can change that to 90
percent truckload.
So the intent is a bulk conversion from LTL to truckload and not in the traditional pool
distribution or cross-docking modes. Really, you are combining them under one warehouse, where
you can then take a look at the purchase orders. The orders are coming from common
customers—Walgreens or Sam’s, for example. Then you can plan those loads so that you can fill
the truck with goods from multiple shippers that are headed to the same location. The savings in
transportation alone are somewhere around 20 to 25 percent.
Q: What other innovations were you involved in?
A: I wouldn’t call it an innovation as much as an application. I spent a number of years
working for a Toyota Group company called Denso, which is a $40 billion parts manufacturer. I
was the highest-ranked American in that company. After 11 years there, I really mastered the
Toyota production system—Lean. Since I left Denso, I have applied those lean processes beyond
manufacturing or production operations to the supply chain. What I have done is focus on ways to
identify and eliminate inefficiencies in the supply chain. I have applied those throughout my
career in companies that I have gone to work for.
One was at International Paper. At International Paper, we were creating a new company
called Xpedex and building it up through acquisitions. I was the chief supply chain officer at the
corporate headquarters. My role was to integrate these companies, which we were acquiring at a
rate of two or three a year. The question came up: How do you quickly integrate them and
eliminate inefficiencies?
So I created a process based on the Toyota production system to identify inefficiencies and
eliminate them in a way that became cultural. In other words, this was a process that the newly
acquired companies had to implement, and there were metrics attached to it. They reported on a
daily, weekly, monthly basis, but it was a way to drive kind of a cultural integration, applying the
Toyota production system techniques in a wholesale distribution environment. We achieved
dramatic improvements over a short period of time. (To be continued)
New Words and Phrases
commit [] vt.犯(错误), 干(坏事), 把……交托给, 提交, 答应负责
implement [] n. 工具, 器具vt.贯彻, 实现v.执行
vague [] adj.含糊的, 不清楚的, 茫然的, 暧昧的
metrics [] n.韵律学, 作诗法
uncertainty [] n.无常, 不确定, 不可靠, 半信半疑
autonomous [] adj.自治的
inadequate [] adj.不充分的, 不适当的
concise [] adj.简明的, 简练的
pitfall [] n.缺陷
synergy [] (=synergism)协同, 配合, 企业合并后的协力优势或协合作用
futile [] adj.琐细的, 无用的, 无效果的, (人)没有出息的
constitute [] vt.制定(法律), 建立(政府), 组成, 任命
analytic [] adj.分析的, 解析的
simulation [] n.仿真, 假装, 模拟
parameter ] n.参数, 参量, <口>起限定作用的因素
hassle [] n.激战vi.争论vt.与...争辩
haul [] n.用力拖拉, 拖, 拉, 捕获物, 努力得到的结果, (尤指)一网捕获的鱼量,
拖运距离vi.拖, 拉, 改变方向, 改变主意vt.拖拉, 拖运
deferred [] adj.延期的, 缓召的
positively adv 断然地；肯定地
contractor [] n.订约人, 承包人
confectionery [] n.糖果<总称>, 糖果店
LTL [商] 卡车零担(货物)
metrics [] n.韵律学, 作诗法
Dialogue 4 Interview with Joel Sutherland (II)
Q: Looking back on things, what is your greatest personal accomplishment in the field to
date?
A: I could say my greatest personal accomplishment was at Denso. I went from basically a
lower management level to the first vice president of operations, but it was really supply chain. I
was the highest-ranked non-Japanese in Denso for North America.
I don’t know if you’re familiar with the Japanese training process, but they put you through
every role within a company. That is how they test you, and that is how they reward you. During
my 11 years at Denso, I went from distribution, running warehousing and transportation and
inventory control, to manufacturing and production to procurement. Throughout this rotation,
which was a competitive process, several people were being evaluated. By the end, I had won out.
I succeeded at becoming the first American vice president, but more important was the
responsibility they gave to me afterward, which is what I consider to be true supply chain
management. I had responsibility for all the procurement going back to my suppliers and even
qualifying suppliers that they used. But I also was getting involved in returns and reverse logistics
and in figuring out how to satisfy customer complaints involving the products that are ultimately
installed into automobiles. I had total responsibility for that at a time when we didn’t know the
term “supply chain management.”
As for a professional accomplishment, I would say it was turning around Formica. At Formica,
I was brought in by an equity group as part of a turnaround team. It was a horrible union
environment, where they had lost all trust in management. Also, they did everything they could to
sabotage the efforts that management was making.
A company called Wilsonart comes along and says: how can we provide a better supply chain
solution? They reduced the order to delivery cycle time dramatically. As a result, they took market
share away from Formica within a very short period of time.
So the equity group brought me and several other folks in—a manufacturing guy, a finance
guy, an HR guy. My role was to integrate the logistics activities within the company. I applied
what I call the Toyota culture, developing trust with the unions, showing them that I understood
their business and understood what their jobs were, and spent six months developing closer
relationships with them.
In the meantime, I started pulling the various operations together, with an eye toward
eliminating silos and making the company leaner. So I again applied those Toyota production
system techniques to develop a program for measuring results and rewarding performance
appropriately. Within two years, we were able to dramatically shorten our order to delivery cycle
time. We had a culture that was much improved, and we were able to sell the company.
Unfortunately, the new owners went into bankruptcy, but that’s a different story.
Q: You are now at Lehigh University. How can industry and universities work together
better to advance the supply chain profession?
A: There are only a few universities that really have a focus on outreach to industry. When
you think of the supply chain programs out there, how many have brought in an industry person
like me to provide a real outreach to industry? Too many centers have put academics with limited
or no industry experience in charge of developing a supply chain program or working with
industry. Many universities don’t even have a research center that is “outreached” to industry.
So the first step is having a center like we have at Lehigh that is intended to work with
industry to identify its needs and solve supply chain problems. I learned a long time ago that a
university is just like a manufacturing company. If you manufacture something, you have to
manufacture something for which there is demand in the marketplace, right?
Q: Yes.
A: Otherwise, you are not going to sell it. The same is true with universities that offer supply
chain and logistics programs. If they’re turning out students who don’t have the knowledge and
skills industry is seeking, those students are not going to be able to get a job. The one thing that
universities have to do is have research centers like we have here. We really understand what
industry needs. As an industry research center, we can go back and say, “These are the skill sets
that we need to incorporate into our program so that it is aligned with the demand of industry.”
That could be regional demand or it could be global demand. You want to take a look at how
students are going to get a job. You are manufacturing that talent.
Q: That leads into the next question. Are there any special courses a student considering
a career in distribution should take right now?
A: I am a big fan of IE courses. If you are taking pure business classes in supply chain, you are
missing a big part of where that demand is, what industry is really looking for.
Q: You mean industrial engineering?
A: Industrial engineering, with the focus in the supply chain area. Industrial engineering
historically was focused on manufacturing, but that has changed. In the United States, there are
more supply chain programs that are now applying IE techniques and skill sets.
Q: Looking back on it, what has been the biggest change you’ve seen in logistics and
distribution?
A: I would say one would be technology. We used to have to build our own technology. We
used to have to figure out for ourselves what the problem was and how we would solve it. Now,
there is so much technology out there that you can just buy off the shelf—and you can customize
it, you can implement it in a matter of weeks instead of years, and you can do it at a fraction of the
cost. Because of that enabling technology, we have been able to move it into supply chain
management vs. just managing within the single enterprise.
Q: If you were to do it all over again, would you still pick this profession?
A: Absolutely. I picked this back in the early 70s’, and it has been tremendous for me for a
number of reasons. One is that there is never a dull day in this field, and it is constantly evolving.
When I joined NCPDM [the National Council of Physical Distribution Management, the
forerunner to CSCMP], we were talking basically inside the four walls. From transportation and
some warehousing and some inventory management to logistics, we started integrating a lot of the
activities into supply chain management. I think that Wall Street now recognizes the importance
of effective supply chain management. (End)
New Words and Phrases
go about v.着手做, 从事, 走动, 传开
alignment [] n.队列, 结盟
denominator [] n.[数] 分母, 命名者
numerator [] n.分子
destroy [] vt.破坏, 毁坏, 消灭v.消灭, 摧毁
substantial [] adj.坚固的, 实质的, 真实的, 充实的
portfolio [] n.部长职务portfolio [新词词典] n.公文包；投资组合
breadth [] n.宽度, (布的)幅宽, (船)幅
underestimate [] vt.低估, 看轻n.低估
incremental [] adj.增加的
filter [] n.滤波器, 过滤器, 滤光器, 筛选vt.过滤, 渗透, 用过滤法除去vi.滤过,
渗入, (消息等)走漏, 慢慢传开
groundwork [] n.地基, 基础, 根基
functionality [] 功能性,泛函性
accommodate [] vt.供应, 供给, 使适应, 调节, 和解, 向...提供, 容
纳, 调和
vi.适应
niche [] n.小生境
creep in悄悄混进
extraordinary [] adj.非常的, 特别
的, 非凡的, 特派的
laden [] adj.装满的, 负载的, 苦恼的 vbl. lade的过去分词
dominant [] adj.有统治权的, 占优势的, 支配的adj.[生物] 显性的
turnaround [] n.回车场, 转变, 转向, (经济, 营业等的)突然好转
sabotage [] n.(不满的职工或敌特等的)阴谋破坏, 怠工,
破坏vi.从事破坏活动vt.对...采取破坏行动, 妨害, 破坏
silo [] n.筒仓, 地窖, [空]竖井, (导弹)发射井
outreach [] v.到达顶端, 超越
align with v.与...结盟
figure out v.合计为, 计算出, 解决, 断定, 领会到
tremendous [] adj.极大的, 巨大的
forerunner [] n.先驱(者), 传令官, 预兆
Exam Paper 2
LOGISTICS AND SUPPLY CHAIN MANAGEMENT
Time: 3 hours
Maximum Marks: 100
(Weightage 70%)
Note: (i) Section A has six questions. Each carrying 15 marks each. Attempt any four.
(ii) Section B is compulsory and carries 40 marks.
SECTION A
1. “There are many possible structures for supply chain, but the simplest view has materials
converging on an organization through tiers of suppliers and products diverging through tiers of
customers.” Elaborate.
2. Explain clearly the meaning of “World-Class” in World-Class Supply Chain Management
(WCSCM). What are the features of World-Class Companies? Give your answer highlighting
different characteristics pertaining to management level, quality control, operations/production
and technological advances.
3. Define Enterprise Resource Planning (ERP). Give its tangible and intangible benefits. Why
does a company pursue a new ERP solution?
4. When Christopher says that “Supply chains compete, not companies” what exactly does he
mean? Evaluate this statement from the cost point of view.
5. Given the information below, which alternative would you recommend?
Location
A B C
Raw materials
0-40
50 70 60
Market
0-20
40 40 80
Transportation
0-10
90 70 50
Labor cost
0-20
40 40 30
Construction cost 0-10
10 60 30
The score of each location pertaining to each factor is out of 100.
6. “In the era of outsourcing, third party logistics can add value to existing supply chains.” Explain
this statement with examples.
SECTION B
7. Read the following case and answer the questions given at the end.
Passenger Interchange
In most major cities the amount of congestion on the roads is increasing. Some of this is due
to commercial vehicles, but by far the majority is due to private cars. There are several ways of
controlling the number of vehicles using certain areas. These include prohibition of cars in
pedestrian areas, restricted entry, limits on parking, traffic calming schemes, and so on. A
relatively new approach has road-user charging, where cars pay a fee to use a particular length of
road, with the fee possibly changing with prevailing traffic conditions.
Generally, the most effective approach to reducing traffic congestion is to improve public
transport. These services must be attractive to people who judge them by a range of factors, such
as the comfort of seating, amount of crowding, handling of luggage, availability of food, toilets,
safety, and facilities in waiting areas. Availability of escalators and lifts, and so on. However, the
dominant considerations are cost, time and reliability.
Buses are often the most flexible form of public transport, with the time for a journey
consisting of four parts:
 joining time, which is the time needed to get to a bus stop
 waiting time, until the bus arrives
 journey time, to carnally do the travelling

leaving time, to get from the bus to the final destination.
Transport policies can reduce these times by a combination of frequent services,
well-planned routes, and bus priority schemes. Then convenient journeys and subsidized travel
make buses an attractive alternative.
One problem, however, is that people have to change buses, or transfer between buses and
other types of transport, including cars, planes, trains, ferries and trams. Then there are additional
times for moving between one type of transport and the next, and waiting for the next part of the
service. These can be minimized by an integrated transport system with frequent, connecting
services at ‘passenger interchanges’.
Passenger interchanges seem a good idea, but they are not universally popular. Most people
prefer a straight-through journey between two points, even if this is less frequent than an
integrated service with interchanges. The reason is probably because there are more opportunities
for things to go wrong, and experiences suggests that even starting a journey does not guarantee
that it will successfully finish.
In practice, most major cities such as London and Paris have successful interchanges, and
they are spreading into smaller towns, such as Montpellier in France. For the ten years up to 2001,
the population of Montpellier grew by more than 8.4 per cent, and it moved from being the 22nd
largest town in France to the eighth largest. It has good transport links with the port of Site, an
airport, inland waterways, main road networks and a fast rail link to Paris. In 2001, public
transport was enhanced with a 15 kilometer tramline connecting major sites in the town centre
with other transport links. At the same time, buses were rerouted to connect to the tram, cycling
was encouraged for short distances, park-and-ride services were improved, and journeys were
generally made easier, As a result, there been an increase in use of public transport, a reduction in
the number of cars in the town centre, and improved air quality. When the tram opened in 2000, a
third of the population tried it in the first weekend, and it carried a million people within seven
weeks of opening. In 2005, a second tramline will add 19 kilometers to the routes.
Questions :
(a) Are the problems of moving people significantly different from the problems of moving goods
or Services?
(b) What are the benefits of public transport over private transport? Should public transport be
encouraged, and if so how?
(c) What are the benefits of integrated public transport systems?
Chapter 3 Transportation and Intermodalism
Dialogue 5 Saving Money on Transportation
With a soft economy and an uncertain stock market, more and more people are keeping an
eye on spending, and they are interested in getting more for their money. Kyle Busch has over a
quarter-century of experience saving money on transportation. He answers ten commonly asked
questions about purchasing vehicles and saving money.
Q: Why does it make sense to consider buying used vehicles?
A: Transportation is a depreciating asset that loses value, especially during the first three
years of ownership. Buying a 2 to 3 year-old used vehicles will provide about a one-third
reduction in the cost. Additionally, the initial owner will have “test driven” the vehicle for the
second owner.
Q: What is a common error than many people make when buying transportation?
A: A common error when buying transportation involves buyers not thoroughly identifying
their transportation needs and then purchasing a vehicle that does not entirely meet those needs.
For example, a buyer might choose a mid-size family sedan that satisfies many of his or her needs.
However, six months after the purchase, the buyer realizes that another vehicle in the same
category provides a softer ride, better fuel economy, etc. and would have better satisfied his or her
driving needs.
Q: After identifying transportation needs, what should buyers do next?
A: It is worthwhile to visit a local public library to research which vehicle(s) will indeed
satisfy specific transportation needs and then identify those that have good reliability ratings.
Q: Is it best to buy a vehicle from a specific source?
A: Each transportation source has certain advantages and disadvantages. However, the
important thing to keep in mind is that a number of vehicle sources should be considered (i.e.,
private owners, rental car companies, company vehicles, off lease vehicles, new car dealerships,
bank repossessions, the Internet). When buyers inform a vehicle source that they are also
considering the other sources, better deals are usually obtained.
Q: What questions should buyers ask by telephone to better determine if a vehicle is
worth their time to investigate?
A: How many miles has the vehicle been driven (the average is about 12,000 to 13,000 miles
per year)? Is the transmission an automatic, a semi-automatic, or a manual? If the transmission is
not what the buyer wants, there is no need to ask further questions. Has the vehicle been repainted
and if so, why? It is best to avoid repainted vehicles.
When are the next state inspection and emissions standard test due? The vehicle should have
a minimum of at least eight-months remaining until the next required state inspection and
emissions test. How often were the engine oil and the oil filter changed, and who performed the
service? An acceptable answer would be every 3,000 to 3,500 miles or about every three to four
months.
Are you the original owner of the vehicle? Original owners tend to take better care of
vehicles. What is the reason that the vehicle is being sold? It is encouraging if the individual is the
original owner and if he or she is planning to again buy the same make of vehicle.
Q: What if the owner is lying when answering questions about a vehicle?
A: It is worthwhile to obtain as much information about a vehicle as possible; therefore,
buyers should ask questions. The interior and exterior inspections and vehicle test-drive help to
verify the information provided by the owner.
Q: How long should the vehicle test-drive take?
A: It is worthwhile to test-drive a vehicle for a minimum of 20 minutes on two separate
occasions. The test drive should include a variety of roads that buyers will drive day-in and
day-out.
Q: Should buyers take a vehicle to a mechanic before making a purchase?
A: A mechanic should confirm what buyers have concluded after they have inspected and
test-driven a vehicle. Buyers should request that the vehicle be raised on a lift for the mechanic’s
inspection and that the mechanic test-drives the vehicle.
Q: of course buyers what to save money, but what protection do they have when
purchasing a 2 to 3 year-old vehicle?
A: Many vehicles have manufacturers’ bumper-to-bumper warranties of three years/6,000
miles or four years/50,000 miles in addition to five years/60,000 miles on the drive train (i.e.,
engine and transmission). The warranties are transferable to buyers who purchase the vehicles.
The warranties begin on the date that vehicles are first purchased from new car dealers. The
buyers’ best interests are also served when they have performed research to identify vehicles that
have favorable reliability ratings.
Q: What is a long-term benefit of saving one-third when buying vehicles?
A: The average new vehicle costs about $15,000.00 to $18,000.00. Most 2 to 3 year old
vehicles will easily provide five or more years of trouble free driving. If buyers invest the savings
(i.e., $5,000.00 to $6,000.00) and they are able to add $800.00 per year toward transportation,
after a five-year period, they will have the money needed to purchase another 2 to 3 year-old
vehicle without straining their budget.
New Words and Phrases
As a prelude to作为...的前奏[开头]
to distill蒸馏
hierarchy [] n.层次, 层级
arterial [] adj.动脉的
commute [] v.交换, 抵偿, 减刑, <电工>整流
errand [] n.差事, 差使, 使命
hybrid [] n.杂种, 混血儿, 混合物adj.混合的, 杂种的
accommodate [] vt.供应, 供给, 使适应, 调节, 和解, 向……提供,
容纳, 调和vi.适应
detour [] n.便道, 绕路vi.绕路而行vt.使
绕道
commute [] v.交换, 抵偿, 减刑, <电工>整流
facet [] n.(多面体的)面, (宝石等的)刻面, 小平面, 方面, 琢面vt.在...上刻画
hang out v.挂出
vice versa [] adv.反之亦然
radius [] n.半径, 范围, 辐射光线, 有效航程, 范围, 界限
proximity [] n.接近, 亲近
indelible [] adj.去不掉的, 不能拭除的
tenure [] n.(土地等的)使用和占有, (官职等的)保有, 任期, (土地)使用期限
beltway [] n.<美>(环绕城市或某一地区的)环路,环形公路
bickering 争吵[论]
partisanship [] n.党派性, 党派偏见
democrat adj.美国民主党的democrat [] n.民主党人
pluck [] n.勇气v.拔去(鸡、鸭等)毛, 采集
congressional [] adj.会议的, 大会的, 国会的
proliferation [] n.增殖, 分芽繁殖
depreciate [] v.折旧, (使)贬值, 降低, 贬低, 轻视
sedan [] n.私家轿车, 轿子
bumper-to-bumper [] adj.一辆接一辆的
without strain 自然地, 毫不费力地
Dialogue 6 Common Auto Transport Questions
Q: How much will it cost to ship my vehicle?
A: There are many factors that go into this, so it’s impossible to give a one size fits all answer.
When you get a quote from an auto transport company, you will be asked several questions, like:
 Do you need your vehicle delivered by a specific date?
 How far will you be traveling?
 How large is the vehicle you will be transporting?
 Do you want door-to-door service, or will you be dropping off and collecting your car at a
terminal?
These questions are necessary in order to give you a more approximate estimate. Obviously,
the larger your vehicle and the longer the distance to ship, the more you will pay.
Q: How can I locate auto transport companies?
A: There are many ways to find a car-shipping provider: browsing through advertisements in
local newspapers, phone books or the Internet, or asking friends, colleagues or your moving
company for references.
Relocation.com matches individuals with industry professionals who provide superior service.
If looking for a vehicle-transport company, simply submit a request for a quote on our site. If you
incur any difficulty locating an auto shipper nearby, inquire about local terminals or carriers where
you can drop off or pick up your vehicle. These terminals are most likely associated with a
company located elsewhere.
Q: What should I look for when selecting an auto transport company?
A: Selecting an auto transport company you can trust with your vehicle is no easy task.
Before making your decision, it is necessary to inquire whether the company is licensed and
bonded. This will help you determine if they are regulated by the United States Department of
Transportation (DOT).
The Interstate Commerce Commission (ICC), which was terminated in 1995, transferred its
safety guidelines over to the Department of Transportation. This assisted in elevating the status of
the DOT in the world of transportation. You can refer to the DOT and Better Business Bureau to
determine whether your auto transport company meets the regulations for secure transporting or if
any complaints have been made against them.
Q: What is an oversize fee?
A: An oversize fee is an additional fee for vehicles larger than the average size. Cars in this
category generally include SUVs, vans or pickup trucks. This fee is applied because these vehicles
take up more space on the carrier. Consult with your car transport company about whether this
charge applies to you prior to signing the contract.
Q: How far in advance should I schedule my pick-up?
A: Make arrangements at least two weeks in advance, especially if you will be traveling a
long distance. The earlier you schedule your pick-up, the better your chances of having your
vehicle picked up on the date you request. Companies will also have an immediate pick up option
available at an additional fee. An important point to keep in mind is that pick up and delivery dates
are not guaranteed, so you need to plan appropriately.
Q: Where will my car be picked up and delivered?
A: Generally, there are two types of services you can request:
Door to Door This includes a home pick up and delivery. Although it is the most convenient
option, you will pay extra for it. However, you may be asked to meet the carrier at a nearby
location if the truck carrier is too big to enter your neighborhood.
Terminal Service With this service you are required to drop off and pick up your vehicle at
an auto transport terminal. This may be inconvenient for you if you only have one vehicle because
you may have to travel a long distance to get to the nearest terminal.
New Words and Phrases
maritime [] adj.海上的, 海事的, 海运的, 海员的
oceangoing adj.远洋航行的
truck chassis载重汽车底盘
intermodal [] 联合运输的
correspond to相应, 符合
ubiquity [] n.到处存在, (同时的)普遍存在
initiator [] n.创始人, 发起人, 传授者, 教导者
conventional ship传统船, 堆货柜船, 一般货船, 普通货船
anonymous [] adj.匿名的
hectare [] n.公顷（等于1万平方米）
periphery [] n.外围
metropolitan [] adj.首都的, 主要都市的, 大城市
gantry cranen.龙门起重机,高架移动起重机
imperative [] n.命令, 诫命, 需要, 规则, 祈使语气adj.命令的, 强制
的, 紧急的, 必要的, 势在必行的, [语法]祈使的
concession agreement特许协议
divergence [] n.分歧
illicit trade走私, 贩运私货
ethanol [] n.乙醇, 酒精
hydrogen [] n.氢
albeit [] conj.虽然
mandated adj.委托统治的
sustainable [] adj.可以忍受的, 足可支撑的, 养得起的
reintroduce [] vt.再引入, 再提出
inflator [] n.充气者, 充气机, 打气筒
Oval Office美国总统办公室
unobligated [] 未指定用途的, 无义务的
infusion ] n.灌输
deficit [] n.赤字, 不足额
Exam Paper 3
TRANSPORTATION & TRAFFIC ENGINEERING
Time: 3 hours
Maximum Marks: 70
Note : Attempt all questions.
1. Answer any two of the following: (2x5=10)
(a) Describe the role of transport in defense needs, tourism development, social development and
disaster management.
(b) Explain the functions of the basic components of a transportation system.
(c) Discuss "transportation versus employment generation".
2. Answer any two of the following: (2x5=10)
(a) What are the engineering surveys carried out for a highway project? Explain two of them.
(b) Explain with sketches two types of grade separated intersections.
(c) What is meant by 'soil classification?' What is the use of soil classification?
3. Answer any two of the following: (2x5=10)
(a) What are the general requirements of good concrete for airfield pavement?
(b) What are the factors influencing concrete pavement design? How does temperature affect
pavement design?
(c) Explain the use of machinery for a road embankment construction.
4. Answer any two of the following: (2x5=10)
(a) Why is Origin-Destination surveys needed? Explain any one method of O-D survey.
(b) What are the functions of road markings? What are the common types of road markings?
(c) Discuss the engineering measures to prevent road accidents.
5. Answer any two of the following: (2x5=10)
(a) What are the functions of track ballast? What are the requirements of a good ballast material?
(b) How is the movement of trains controlled?
(c) Explain the components of railway track maintenance.
6. Answer any two of the following: (2x5=10)
(a) What are the advantages and disadvantages of air transport?
(b) How is the runway orientation decided? What are the factors that influence runway length?
(c) What are various forms of water transport? What are the advantages of water transport?
7. Answer any two of the following: (2x5=10)
(a) What are the engineering investigations needed to design a water transportation project?
(b) Discuss briefly "inland water transport".
(c) What are the factors that are considered for selecting the site for an airport?
Chapter 4 Outsourcing and Globalization
Dialogue 7 CEVA’s CEO Offers up Take on Global Logistics Consolidation(Ⅰ)
AMSTERDAM—John Pattullo, former COO of the EMEA division of Exel Supply Chain
and a 30-year veteran at Procter & Gamble in global marketing, logistics, and sales roles, recently
began his new duties as CEO of CEVA Logistics, a provider of global supply chain and logistics
services. Pattullo succeeds Dave Kulik, who will now serve as vice chairman of the board of
directors of CEVA Group Plc., a subsidiary of Apollo Management Ltd., CEVA’s parent company.
Logistics Management senior editor Jeff Berman had an opportunity to speak with Pattullo
earlier today about his new role as CEO of the fifth-largest 3PL (third-party logistics services
provider), with slightly more than $7.8 billion in 2006 gross revenues, according to Armstrong &
Associates, a supply chain consultancy, and roughly 50,000 employees, operating in more than
100 countries.
LM: What is your take on the current state of the global 3PL market?
JP: It is a very healthy market globally right now with seven to eight percent growth and
with a lot of activity in some emerging economies, most notably in Eastern Europe. As an industry,
we’ve got a very good track record of delivering cost savings to our customers. But there are a
couple of areas where we need to do more.
LM: Which ones are those?
JP: First, there is product innovation. Our industry does not have a particularly strong record
of breakthrough, innovative products [from a services and IT perspective]. It has to do with IT
tools that provide customers with better control and visibility, and expanding to new product areas
within the supply chain and coming up with products in areas that customers are looking for more
practical help from in this industry.
Secondly, we are more and more trying to look at our most senior levels of customers’
end-to-end supply chain propositions. Things are happening in both areas; we just need to do more
of it to supplement what I think is a good story on customer cost reduction.
LM: What about the ongoing trend of 3PL industry consolidation? It seems like the
“new normal” in a way.
JP: One thing to remember is that this [3PL] market is pretty fragmented. As the market
leader, DHL, for example, has a market share of six-to-seven percent. If you contrast that with
many other markets, it is still relatively fragmented. That said, there is still a strong trend of
consolidation occurring, and—to some extent—we are following our customers, because in the
last 20 years there has been a trend of customers moving from operating on a country basis (and
rarely above that) to a regional level and now more and more customers want to operate their
supply chains on a global basis. And they expect the industry to follow and meet their global
infrastructure requirements and global capabilities and that is a good thing for both parties. (To be
continuous)
New Words and Phrases
properly [] adv.适当地, 完全地
entail [] vt.使必需, 使蒙受, 使承担, 遗传给n.[建]限定继承权
INCOTERMS International Chamber of Commerce Terms 国际商会国际贸易术语解释通
则
reaction [] n.反应, 反作用, 反动(力)
tailored [] adj.剪裁讲究的
abdicate [] v.退位, 放弃(职位,权力等)
accountability [] n.有责任, 有义务, 可说明性
frustrate [] v.挫败, 阻挠, 使感到灰心, 阻止
drill into训练(某人)掌握(某种技能, 法则等)
discretion [] n.判断力
corollary [] n.必然的结果, 系, 推论
transition [] n.转变, 转换, 跃迁, 过渡, 变调
ramp [] n.斜坡, 坡道, 敲诈vi.狂跳乱撞, 敲诈, 蔓延vt.使有斜面, 敲诈
glitch [] <俚>[电]短时脉冲波形干扰,失灵,小故障
anticipate [] vt.预期, 期望, 过早使用, 先人一着, 占先v.预订, 预见,
可以预料
haunt ] v.神鬼出没
veteran [] n.老兵, 老手, 富有经验的人, 退伍军人adj.老兵的, 经验丰富
的
fragmented [] adj.成碎片的, 片断的
Dialogue 8 CEVA’s CEO Offers up Take on Global Logistics Consolidation(Ⅱ)
LM: Are there any other factors that come into play regarding industry consolidation?
JP: The other consequence of consolidation is that it can allow for much stronger, faster
leveraging and best practices. With CEVA, for example, there is a lot of know how on lean
principles and that can now be rolled out globally to all of our sites relatively quickly. In the past,
best practices tended to travel more slowly across more fragmented industries. It helps our
customers to have them travel faster.
LM: With the recent news regarding CEVA’s acquisition of EGL, it was stated that the
new company will be comprised of two groups: CEVA Contract Logistics and CEVA
Freight Management. How are things going so far with the new entity?
JP: Things are off to good start. Having come from DHL/Exel, I have seen a fair amount of
acquisitions and mergers, and it is very unusual to find a situation like the one we have with this,
where both companies are so completely enthusiastic. Usually one party in the “marriage” feels
like it is being dragged to the altar, but this is a situation where the senior employees in both
companies are enthusiastic because they see it as a perfect fit—in terms of CEVA bringing
contract logistics and EGL bringing freight forwarding. And CEVA is strong in automotive, EGL
is strong in electronics, energy, and retail. CEVA is strong in Europe, and EGL in the U.S. and
Asia, so things are very complimentary.
LM: What are the biggest challenges in this integration?
JP: Channeling all this enthusiasm into a homogenous culture that has its own character
separate from TNT and EGL. The biggest challenge is going to be creating that. The other
challenge is to be selective. There is such a good complementariness between the two companies
that when you get half a dozen senior managers together, you are getting 50 good ideas. There is
no way to implement so many, so we need to be selective about the business opportunities and the
projects we focus on.
LM: In terms of shipper feedback. What are you hearing from them, regarding what
their biggest obstacles are in day-to-day operations? In what ways are they most looking to
3PLs to help solve their problems?
JP: One is communication where a shipper says “look, we really want to have a senior
account manager with whom we can work on both strategic opportunities and day-to-day problem
solving.” There is a lot of interest in more strategically-oriented structures, which allow a 3PL to
have a senior leader responsible for an account, which contrasts with how things were many years
ago, when a 3PL typically would have had somebody in every country handling that account. Now
they want to have a senior person that they can communicate with. The other thing is consistency.
Gone are the days when you spend a meeting talking about how “wonderful” the top 20 percent of
the operations are. Our customers are now more interested in getting the bottom 20 percent up to
the standard of the top and having much less performance unsteadiness. This is a result of
customers becoming more regional and more global. They want to drive up the standards of the
weaker operations. I think it is good for the industry but different from the Dialogue that occurred
a few years ago. (End)
New Words and Phrases
contingency [] n.偶然, 可能性, 意外事故, 可能发生的附带事件
adjacent [] adj.邻近的, 接近的
impediment [] n.妨碍, 阻碍, 障碍物, (言语)障碍, 口吃, 障碍物
confront [] vt.使面临, 对抗
criteria n.标准
perspective [] n.透视画法, 透视图, 远景, 前途, 观点, 看法, 观点,
观察
consequence [] n.结果, [逻]推理, 推论, 因果关系, 重要的地位
roll out v.铺开, 低沉地讲出, 离开, 动身, 大量生产, 滚出
enthusiastic [] adj.热心的, 热情的
dragged牵引的
altar [] n.祭坛, (基督教教堂内的)圣坛, 祈祷祭拜的地方
complimentary [] adj.问候的, 称赞的, 夸奖的, 免费
赠送的
homogenous [] adj.[生]同质的, 纯系的
complement [] n.补足物, [文法]补语, [数]余角vt.补助, 补足
contrast [] vt.使与……对比, 使与……对照vi.和……形成对照n.对比, 对
照, (对照中的)差异
consistency [] n.连结, 结合, 坚固性, 浓度, 密度, 一致性, 连贯性
unsteadiness [] n.不稳定, 摇摆
Exam Paper 4
Time: 3 hours
Maximum Marks: 100
Note: Attempt any five questions. All questions carry equal marks.
1. "Difference between domestic and international logistics can be said to arise on account of three
major factors". Elaborate on this statement and enumerate the recent developments in international
Logistics that have made it an important plank of corporate strategy. (10+10)
2. (a) Why is inland water transport rarely used for movement of export-import-cargo in India ?
How can the situation be improved?
(b) "The Total Cost concept and The Cost Trade-offs go hand in hand". Discuss. (10+10)
3. Enumerate the salient features of commercial shipping and examine its role in the development
of international trade. (10+10)
4. Outline the structure of civil aviation in India and discuss the role of Airport Authority of India
and Directorate General of Civil Aviation in the functioning of air services in India. (8+12)
5. Discuss the basic principles and factors that govern the linear freight rates. Also specify the
different elements added to basic freight rates to work out the final charges to be made in case of
break bulk cargo. (12+8)
6. Outline the precautions that must be taken by international buyers and sellers to prevent the
possibilities of maritime fraud. How does International Maritime Bureau help in reducing the
corporate vulnerability to frauds and malpractices? (12+8)
7. Attempt any two of the following questions (10+10)
(a) "Overworked ports suffer from low level of efficiency and productivity and have become
costly from the users point of view". Discuss this statement in relation to the working of Indian
ports.
(b) “Shippers – ship-owners consultation arrangements in India leave much scope for
improvement”. Comment
(c) “The mathematical calculation of Reorder Quantity (ROQ) should be used only as a guideline”.
Discuss.
8. Write short note on any four of the following: (5+5+5+5)
(a) Ship-owners lien and Maritime lien
(b) Bareboat Charter
(c) Dredging Corporation of India
(d) Disadvantages of Containerization
(e) Liabilities of Multi-model Transport Operator
(f) Distribution of World Fleet by Country Groups
Chapter 5 Retailing Industry
Dialogue 9 The Retail Logistics Landscape Is so Diverse
(STEPHANIE McKERN, Australian academic and Member of the Advisory Board of the
Logistics and Supply Chain Management Society (LSCMS), discusses key developments in the
retail logistics sector with Logistics Insight Asia.)
Q: Does a promising market beckon logistics service providers in the Asian retail
sector?
A: Euro-monitor currently forecasts consumer packaged goods industry annual growth rates
of nearly nine percent for China, six percent for India and a whopping 16 percent for Vietnam
from 2006-2010. These growth statistics when compared to Europe or the US are signifying cant.
Some 3PLs see such potential in this area that they have segmented their in-country operations
between manufacturing logistics and retail logistics. However, as economists are pointing out, the
retail consumption (final demand) from the rest of the world still contributes to the consumption
of almost 70 percent of goods produced in Asia. While there are opportunities for Asia (including
Southeast Asia) to consume more of its own products, this may not be able to fully compensate for
the fall in the consumption in the US – the average American consumes nine times more than the
average Chinese.
Q: with the environment increasingly taking centre stage, how is this affecting the retail
logistics sector?
A: The focus has been more than just looking at costs – the green supply chain plays a
significant role in retail logistics decisions. A recent survey sponsored by Kewill, found that 75
percent of the respondents who awarded logistics contracts included sections on environmental
compliance in tender documents. Innovative solutions are expected in the months and years to
come, to cut costs, improve efficiency and reduce carbon emissions.
Q: Has the retail logistics sector been a signify cant employment generator over the
years?
A: One would be hard pressed to find figures on employment growth in the retail logistics
sector specifically. However, as an industry, logistics is and will continue to be a growth sector,
expanding at about double the rate of global GDP.
Q: How much has the logistics component affected the rise in food prices in the world
market of late?
A: There is little doubt that rising transportation costs are already affecting food prices from
two perspectives: the impact of fuel on transportation costs and that cost being passed on to the
eventual consumer; and the profitability and desirability of bio-fuels – the world is “hungry” for
an alternative to petrol, but there is a consequence of raising crops for fuel instead of food.
Q: Can you comment on the positive role played by software and IT tools in retail sector
logistics?
A: Technology development in logistics has been incredible over the last 15-20 years and we
are continuing to experience this development in areas like RFID. However, there are numerous
hurdles (price being the key one), which prevents this from being entrenched firmly in the retail
sector, despite the best efforts of firms like Wal-mart. Information technology continues to be
better implemented with companies realizing that it is the movement of information which permits
fast, accurate and creative solutions for product movement. Examples of this include cross
docking, route planning, improved vehicle utilization, and communication over distances to ensure
minimal impact of security screening on international shipments. Without the quick movement,
analysis and manipulation of information, some of the practices that we are now taking for granted
(such as cross-docking) would not be possible.
Q: How would you assess the competitive environment with regards to local and foreign
logistics service providers?
A: In countries like China, India and Indonesia, the retail logistics landscape is so diverse
that one would be hard pressed to find one 3PL to provide a complete solution in a particular
geography. Foreign players that tend to be seen as successful in this market may rely heavily on
domestic 3PL capabilities, i.e. one may end up subcontracting one’s logistics operations to a
global 3PL company, but the entity providing the last-mile-solution will actually be a local
provider. In a discussion with a leading 3PL in Indonesia last week, a senior executive pointed out
that his company has experienced an annual growth of 30 to 40 percent. Its strategy is to take over
the last mile provision of logistics services from international brands that fail to deliver on their
promises to their customers.
New Words and Phrases
residential [] adj.住宅的, 与居住有关的
pedestrian [] n.步行者adj.徒步的, 呆板的, 通俗的
franchise [] n.特权, 公民权v.赋予特权, 赋予公民权
thrift [] n.节俭, 节约, [植]海石竹
cost-plus [] adj.在成本外加一定费用的
psychological [] adj.心理(上)的
discrimination [] n.辨别, 区别, 识别力, 辨别力, 歧视
careless [] adj.粗心的, 疏忽的
haggle [] v.争价n.争价
vanish [] vi.消失, 突然不见, [数]成为零n.[语]弱化音
sustainable [] adj.可以忍受的, 足可支撑的, 养得起的
edible oil食用油
household appliances家用电器
cosmetic [] n.化妆品adj.化妆用的
promising market有销路的市场
beckon [] v.招手, 召唤
compensate for v.赔偿
tender [] adj.嫩的, 温柔的, 软弱的
emission [] n.(光、热等的)散发, 发射, 喷射
eventual [] adj.<古>可能的, 最后的, 结局的, 万一的, 终于的
desirability [] n.愿望, 希求
hurdle [] n.篱笆, 栏, 障碍, 跨栏, 活动篱笆v.用篱笆围住, 跳过(栏栅), 克服
(障碍)
be entrenched in盘踞在
manipulation [] n.处理, 操作, 操纵, 被操纵
landscape [] n.风景, 山水画, 地形, 前景v.美化
Dialogue 10 We Are Totaly Convinced about the Potential of RFID
(Germany’s Metro AG, the fourth largest retailer in the world, has been a pioneer in RFID
implementation. Company spokesman MORITZ ZUMPFORT talks to Logistics Insight Asia.)
Q: How extensive are Metro’s operations in the Asia retail sector?
A: We are currently present in China, India, Japan, Pakistan and Vietnam, and together, these
countries are home to 54 Metro Cash and Carry stores. With 37 outlets, the Chinese market drives
Metro’s fortunes in the continent.
Q: And the revenue generation from these 54 outlets?
A: Asia, needless to say, is one of the strongest growth regions for the Metro Group. In
several emerging economies, affluence and buying power are developing at an extraordinarily
dynamic rate. In 2007, Metro Cash & Carry, the self-service wholesale brand, achieved sales of
more than 1.8 billion euros (US$2.6 billion) in Asia. We are convinced that this positive
development will continue in the future.
Q: Does Metro have its own logistics operations or use third-party service providers for
this purpose?
A: Modern supply chains are not established by Metro Cash & Carry alone, but in close
collaboration with MGL Metro Group Logistics as well as MGB Metro Group Buying. Both are
cross-divisional service companies for the entire Group. To a certain degree, Metro Cash & Carry
also cooperates with external service providers (3PLs). However, we do not provide detailed
information about the company’s logistics and transportation partners. It should be noted that up to
90 percent of Metro Cash & Carry’s assortment is sourced from local producers and suppliers
within the respective country. Especially in emerging markets – like India or Vietnam – this calls
for the implementation of a modern and resilient supply chain. Hence we have established modern
distribution centers, an efficient cold chain as well as state-of-the-art storing capacities wherever
the wholesaler is doing business. In several Asian countries, Metro Cash & Carry even conducts
farmer and fishermen trainings in which the suppliers learn how to increase their yield as well as
the quality of their products. In India, for instance, the company has already trained over 40,000
farmers and fishermen.
Q: Metro has been a pioneer in RFID implementation. But has this been effective in
improving the efficiency of operations and reducing costs?
A: We are totally convinced about the potential of RFID to revolutionize the retail sector by
enabling an improvement in supply-chain-wide efficiency, acceleration of processes like inflow of
goods, augment the transparency of goods flows (seamlessly track the movement of goods from
the manufacturer to the store), and reduction of inventory levels. As the first retailing group in
Germany to introduce RFID, the Metro Group started applying the technology along the entire
supply chain in November 2004. The objective was the optimization of processes in logistics and
warehouse management. To implement the technology, logistic units (pallets, packages and hanger
goods shipments) were fitted with transponders. Since August 2006, RFID is also being used on
smaller retail units as well – cartons and sub-cartons. Through our recent initiative, Advanced
Logistics Asia, we seek to demonstrate how RFID can optimize efficiency and transparency in its
goods flows on an international scale as well. It goes without saying that the logical outcomes of
these benefits are reduction in costs, quality assurance and curbing of counterfeiting. With the
passage of time, RFID will also be used at item level, which will facilitate “self check-outs” and
make queuing at the counters for payment a thing of the past. Numerous partners from the
consumer goods industry are cooperating in the roll-out of RFID at the Metro Group by labeling
their consignments with tags. These include international groups such as Procter & Gamble,
Henkel and Johnson & Johnson, as well as medium-sized companies of the likes of PapStar and
Lemmi Fashion. The assumption that only the big companies can benefit from RFID is incorrect.
Small and medium sized companies stand to gain critical advantages by deploying the technology
and cooperating with retailers. We therefore support our suppliers in the introduction of RFID by
publishing guidelines, an RFID newsletter, and offer information on the Internet.
New Words and Phrases
tout [] v.吹捧 Tout [简明英汉词典] [] 陶特(姓氏)
reactionary [] adj.反作用的, 反动的n.反动分子
streamline [] adj.流线型的
compliance [] n.依从, 顺从
penalty [] n.处罚, 罚款
preparation [] n.准备, 预备
carton [] n.硬纸盒, 纸板箱
aside from adv.除……以外
potentially adv.潜在地
appropriate [] adj.适当的
reactive [] adj.反应的, 起反作用的, 反动的, 电抗性的
extraordinarily [] adv.格外地
assortment [] n.分类
respective [] adj.分别的, 各自的
resilient ] adj.弹回的, 有回弹力的
state-of-the-art n.艺术级的
inflow [] n.流入, 流入物
seamless [] adj.无缝合线的, 无伤痕的
demonstrate [] vt.示范, 证明, 论证vi.示威
curbing [] n.边石, 边石的材料
counterfeiting n.伪造
passage [] n.通过, 经过, 通道, 通路, (一)段, (一)节
queue [] n.行列, 长队, 队列vi.排队, 排队等待
roll out v.铺开, 低沉地讲出, 离开, 动身, 大量生产, 滚出
consignment [] n.(货物的)交托, 交货, 发货, 运送, 托付物, 寄存
物
deploy [] v.展开, 配置
Exam Paper 5
Answer THREE questions, at least ONE from each section.
Using a SEPARATE ANSWER BOOK for EACH SECTION. All question carry equal marks.
Marks will be awarded for practical illustrations. Candidates may use any approved calculator.
Section A
1. Some food retailers have chosen to switch back from outsourcing distribution through a third
party logistics (3PL) provider, to in-house distribution. Debate the value of 3PL Vs in-house
logistics for food retailers with particulate reference to Waitrose and their decision to manage
their new Ayles ford RDC in-house. (100 marks)
2. “Logistics can kill your business” (Chris Jackson, Exel). Critically analyze the strategic
importance of logistics for international fashion retailers. Your answer should draw from
cases covered in the lectures and other relevant retail examples. (100 marks)
3. The recent Stern report calls for strict controls on Carbon emissions and recommends the
introduction of Carbon pricing to “show people the full social costs of their actions”. Discuss
to what extent the introduction of Carbon pricing might affect retailing logistics in 2020. (100
marks)
Section B
4. (a) VMI (vender managed inventory) and CPFR (collaborative planning, forecasting and
replenishment) where discussed in the context of forecasting. Including appropriate
examples and illustrations:
Explain what is meant by each of those terms, highlighting links between them where
appropriate. Analyze the extent to which each of these initiatives is likely to solve real
forecasting problems and issues. (60 Marks)
(b) A Supplier is studying the accuracy of its forecasts for sales of a product over the
past few weeks. The weekly sales and the corresponding forecasts from two separate
forecasting methods are given below.
Summarize the accuracy of the forecasts by calculating the Mean Absolute Deviation
(MAD) and the Mean Squared Error (MSE) for each of the two sets of forecast errors. Also
calculate Theil’s inequality Coefficient (Theil’s U) for each of the two sets of forecast errors.
By considering the forecast errors and the values obtained for MAD, MSE and Theil’s U,
comment on the adequacy of the two forecasting methods that the company has been using
for this particular product. (40 Marks)
5. (a) From the warehouse location perspective, explain why some retailers have decided to
have only one warehouse and why some retailers have decided to have many warehouses.
(b) Compare and contrast the effects and implications of a warehouse fire at one of
Waitrose’s four RDC’s with the effects and implications of a warehouse fire at Primark’s
(essentially only) warehouse. You should make sure that your answer considers issues
across the whole of supply chain.
6. What are the particular supply chain problems facing toy retailers? How can a toy retailer
organize their supply chains to create real competitive advantage? You should include
appropriate illustrations in your answer, and where appropriate reference supply chain
initiatives from other sectors of retailing (e.g. fashion and grocery). (100 marks)
Chapter 6 Chain Store
Dialogue 11 Reach Marketing
Burt Flickinger III, managing director of Reach Marketing, has been a close follower of retail
trends and strategies for two decades. In a recent interview, he offered his insights on where the
food and drug retail channels might be headed.
Drug Store News: How do you see chain drug stores fitting into today’s retail
marketplace?
Burt Flickinger: Chain drug today and tomorrow is the best-positioned of the 10 major
channels of retailing to capitalize on both consumer and format growth. One reason for that is, for
some inexplicable reason, the food retailers a generation ago decided to desert downtown and
oversaturate the suburbs. Drug stores, whether it’s Duane Reade in New York or Walgreens coast
to coast, have followed the commercial boom downtown and the gentrification and the
re-residentialization of urban areas.
Drug Store News: What does this mean for the future of drug stores?
Flickinger: The 24-hour food and pharmacy stores with drive-through pharmacy and
significant parking have become not only destination stores, but substitute supermarkets in urban
areas and substitute convenience stores. In a very efficient 5,000-square-foot to
10,000-square-foot layout, the drug stores have largely revolutionized retail by becoming three
complementary formats all under one roof.
Drug Store News: Do you have examples of this?
Flickinger: In markets, such as Phoenix, which has a million people moving in every five
years, Walgreens becomes dominant not only in drug, but dominant in convenience food. Circle K
or 7-Eleven has a core consumer constituency ranging in age from 15 to 45, but Walgreens core
consumer constituency goes from 15 to 85.
Drug Store News: Do you believe drug stores will look different in five years than they
look today?
Flickinger: Yeah, they will have more frozen food and more refrigerated food, led by the
dairy categories. There also will be a little broader assortment of shelf-stable food and shelf-stable
beverages, as well as a more representative assortment of natural and organic foods to
complement the initiatives drug chains have taken in this area.
Drug Store News: What does the future hold for the food-drug combination store?
Flickinger: This combination certainly helps drive customer counts and transaction size, but
its future in terms of profitability through pharmacy still is undetermined. Many of the major
supermarket chains have gotten into third party plans late, where there tends to be either some
exclusivity or co-exclusivity. And while that’s being challenged in various state court systems,
most of the supermarket chains have not invested sufficient time in political action or campaign
funding with the state legislators. With the National Association of Chain Drug Stores, the
lobbying is really superb at the federal, state and local level, which really helps the drug chains.
Drug Store News: We’ve seen more supermarket and other chains become aggressive in
opening pharmacies. As the margin pressure increases, however, do you see the pendulum
swinging the other way, with some non-drug chains getting out of pharmacy?
Flickinger: Some chains have gone back and forth over the years. [Pharmacy] looks good
because the script count is growing at healthy double-digit rates. But the issue is that many of
these supermarket chains got into pharmacy late, and they’re lucky if they can write 500 to 600
prescriptions per week. Very few of them clear 1,000 prescriptions a week. Normally you need
well over 1,000 prescriptions to break even. So it’s going to be tough going. And then there’s
going to be site saturation, too.
Drug Store News: How much of a factor will Wal-Mart be in the pharmacy business?
Flickinger: Wal-Mart today is the fifth-largest pharmacy operation in the United States. I see
Wal-Mart challenging Walgreens by the end of the decade for the No. 1 position in pharmacy.
Drug Store News: Regional drug chains have fared well, for the most part, over the past
few years. Do you think that that trend will continue?
Flickinger: They will [prosper] in well-protected urban areas, like what Duane Reade has in
the New York/New Jersey market. The one other area of re-emergence that we may see, given the
success of Fred’s, is the return of what had been the 3-D, or deep-discount drug store. Those stores
can combine high-volume grocery, pharmacy and general merchandise and great prices and still
make a profit.
Drug Store News: Do you think convenience stores such as 7-Eleven or Circle K will
add pharmacies?
Flickinger: I think Wawa, which is the most innovative of the convenience store chains, will
probably be the first to develop pharmacy, just because Wawa’s got the customer counts to
support it in new stores. They have a very mobile customer and tend to see that customer four or
five times a week, versus a drug store or a supermarket or a discount store that tends to see a
customer one to two times every week or two.
Drug Store News: What are the implications of Safeway getting into the general
merchandise business in a bigger way?
Flickinger: It’s a brilliant strategic move, and it’s certainly going to have some negative
implications for [some drug chains] and dollar stores. It’s going to be one of Safeway’s key
breakaway initiatives. And it’s going to add significant dollars and contribution to operating
profits, while using Safeway’s global sourcing ability to provide tremendous prices on both
in-and-out and basic merchandise.
New Words and Phrases
unified []adj.统一的，一元化的
remainder [] n.残余，剩余，vt.廉价出售adj.剩余的
poultry [] n.家禽
aquatic [] adj.水上的，水生的，水栖的
nonstaple [] adj.非主要的. n.副产品
seasoning [] n.调味品，调料
flavorings [] adj.美味的，可口的n.佐料
cereal oil谷物油
pertaining []adj.与……有关系的，附属……的 (to)
renewal [] n.更新，复兴，恢复，续借
formulate [] vt.用公式表示，明确地表达.vi.阐明
franchisee [] n.总经销商, 有代销权的人或团体
anonymity [] n.匿名, 作者不明(或不详)
form letter n.套用信函
franchisor [] n.授予特许者
arena [] n.竞技场, 舞台
saturate [] v.使饱和, 浸透, 使充满
constituency [] n.(选区的)选民, (一批)顾客, 支持者, 赞助者
superb [] adj.庄重的, 堂堂的, 华丽的, 极好的
pendulum [] n.钟摆, 摇锤
breakaway n.分离, 脱逃
Dialogue 12 an Expanding Home Furnishings Chain
While many retailers are either closing stores or pulling back their expansion plans, it’s
interesting to hear about chains that are doing the opposite. Room & Board, a Minneapolis-based
home furnishings chain with 10 stores across the country, is actually looking for new locations
during the recession. Right now it is seeking space in Boston; Dallas; New Jersey; Miami; San
Jose, Calif.; and Seattle. Room & Board, which prides itself on its American-made furniture and
customized options that offer customers a variety of sizes and styles, opened an Atlanta store in
May. Mark Miller, the company’s chief financial officer, recently spoke with BNET Retail about
his outfit’s expansion plans.
BNET: Is there a reason why you are looking to expand your store base right now?
A: Our approach in the past has been to add about one store a year. We’ve been a company
that has grown pretty thoughtfully and methodically by finding the right market and the right
property. Currently our infrastructure is in a good place. We’re able to grow. We have a good set
of vendors and employees in our central office that can support the growth. We’ve invested in the
Web in the last couple years. So what is needed now is the next level of customers in these new
markets, and we’re not there yet.
The other part of it is that we’re a private company and not really as affected as public
companies that have run into problems. We’re debt free, so we don’t really have that issue. We’re
just using this economy to look for opportunities that are coming up, whether it’s a purchase or a
lease.
BNET: Have you seen opportunities as a result of some of the store closures taking
place in the industry?
A: I don’t know if it’s directly because of someone closing. It’s not like we’ve moved into
their space. But if you’re a landlord or an owner of a building and one of your key tenants is
leaving and not going to renew their lease that may get you to want to offer a better deal. We
normally don’t go into where a Linens’n Things or a Circuit City would depart from. Our
buildings are generally stood alone, or we’re a significant anchor space in a bigger project. We’re
not in strip malls.
BNET: What’s your geographic-expansion strategy?
A: We opened in Atlanta in May, and we’re opening in Culver City, Calif., in the fall of this
year and Washington D.C. in the spring of next year. We have customers in every state, and we
focus on the ones that are in the markets that we would like to explore. We look at where our
competitors are, and we like to be close to them. We look at complimentary retailers. We have a
company advisory board, and we look at some of the basic demographics, such as income, home
ownership and occupation. We really like markets where there’s a big interest in design and
investment in your home. Even a percentage of Mac users are something we use as an indication
of a market that is more inclined to buy from us.
BNET: What changes has your company made to deal with the recession?
A: We have been affected by the economy ourselves. Sales have been down by about 25
percent. They’ve picked up a little bit in the last two months, but that’s still a significant decline.
We had to make some expense adjustments to react to the new reality that we had seen for the
proceeding three months.
But I think the key for us is that we really haven’t changed much. Our philosophy has stayed
very consistent in terms of that we don’t have sales. We’re not doing anything drastic to change
how we operate. It’s a short-term process. But a lot of our competitors have done very drastic
things like have sales to attract consumers, and that becomes a vicious cycle. We’ve stayed true to
who we are and made some adjustments internally to cover expenses. When this turns around
we’re going to be the same company that we were.
New Words and Phrases
hypermarket [] n.高级百货商店
stand out v.站出来, 突出, 坚持抵抗
pilot [] n.飞行员, 领航员, 引水员vt.驾驶(飞机等), 领航, 引水v.驾驶
homogenized成为均匀分布的微粒的
turmoil [] n.骚动, 混乱
moderate [] adj.中等的, 适度的, 适中的v.缓和
extensively adv.广阔地
casual [] adj.偶然的, 不经意的, 临时的
merge [] v.合并, 并入, 结合, 吞没, 融合
sluggish [] adj.行动迟缓的
sharp [] n.高调, 内行, 利刃, 骗子adj.锐利的, 锋利的, 明显的, 强烈的, 刺耳的,
急剧的, 精明的, 敏捷的adv.整, 锐利地, 急速地，日本夏普公司
click ] v.发出滴答声 n.滴答声
bonus [] n.奖金, 红利BONUS [简明英汉词典]=Boling Nuclear Superheat
Reactor 沸腾式过热核反应堆
physically [] adv.身体上地
perception [] n.理解, 感知,感觉 DPS公司出的数字影像压缩卡
slip [] n.滑倒, 事故, 片, 纸片vi.滑动, 滑倒, 失足, 减退vt.使滑动, 滑过, 摆脱,
闪开, 塞入adj.滑动的, 活络的, 有活结的abbr.Serial Line Interface Protocol, 串行线路接
口协议, 是旧式的协议SLIP [简明英汉词典](Serial Line Internet Protocol)串行线路接口
协议, 是旧式的协议
closure [] n.关闭vt.使终止
landlord [] n.房东, 地主, (旅馆等的)老板
tenant [] n.承租人, 房客, 租客 v.出租
advisory [] adj.顾问的, 咨询的, 劝告的
demographic [] adj.人口统计学的
recession [] n.撤回, 退回, 退后, 工商业之衰退, 不景气
drastic [] adj.激烈的, (药性等)猛烈的
vicious [] adj.恶的, 不道德的, 恶意的, 恶毒的, 堕落的, 品性不端的, 有错
误的
1
Exam Paper 6
Packaging, Warehousing and Inventory Control
This is a take home exam as well as “open book.” It is to be completed independently and
any sources used in the solutions must be adequately cited and should be clearly identified in your
answer. It is expected that no quotes or citations are necessary in the short answer portion of this
exam. Reminder, GCSU strictly prohibits plagiarism and the instructor reserves the right to utilize
plagiarism prevention technology (see syllabus). By signing below, you attest that the work is
your own.
Name: ____________________ Signature: ________________________ Date: ___________
The test is due to the instructor no later than Dec 3, 2007 at 1730 (5:30 pm). We will have
covered all the material necessary to complete this exam by Nov 19, 2007. It may be submitted via
e-mail, however, if it is, it must be submitted in a Microsoft Word compatible format (up to Word
2007). I will confirm any submission I receive via e-mail, thus, if you do not receive confirmation,
you should plan to bring it to class on the 3rd (I am not responsible for undelivered submissions).
The test has two parts – you must complete both parts. In the short answer section, you will
answer three short answer questions, each worth 15 points each. In the long essay section, you will
answer the mandatory question which is worth 55 points. The long essay question is not designed
as a comprehensive question, but you will find it necessary to utilize some of the basic knowledge
you gained in the first half of the course. Short answers should be a minimum of 1 type written
page. The long essay questions should target a minimum of 5-7 type written pages.
PART I: Select any three of the following six short answer questions. Answers will be graded not
only on the content, but the flow of the discussion from beginning to end. Refer to your rubric for
essay questions.
1. Transportation plays a critical role in the logistics systems and the ability for a firm to satisfy
the needs of its customers. Explain the critical factors that a transportation company should be
evaluated against when considering selection of a provider. Be sure to explain the
interrelationships of these factors and why the selection process is complicated.
2. Maintaining a robust logistics system requires constant reevaluation of the existing system and
making corrections based on the location of suppliers, manufacturing facilities and retail locations.
Discuss the major factors that may indicate a redesign of the existing system may be necessary
and the impacts to the business’s operation.
3. Explain why transportation management has risen to such a key role in the company and what
steps a company can take to stay ahead of transportation industry changes.
4. Why have customer and supplier relationships migrated from a hands-off relationship to the
current collaborative relationships that exist between successful companies and their partners?
5. Describe one of the modeling approaches that can be used to design the logistics network for
your company and what benefits and drawbacks exist for that method.
6. What role does a logistics data system play in today’s collaborative environment, especially to
the suppliers and customers in the system?
PART II: In the Nov 6, 2007 edition of the USA Today, there is an article entitled “Sharp takes a
gamble on new TV plant in Mexico.” In the article, the author (Michelle Kessler) describes how
Sharp has just completed a $300M plant to build Liquid Crystal Display (LCD) television sets
(flat panel). The technology used in LCD-based televisions is advancing so quickly and features
demanded by consumers are changing so rapidly that televisions manufactured in overseas plants
are obsolete by the time they reach the North and South American markets. As prices fall and
profit margins change daily, companies have to look for any advantage they can to remain viable
in this market.
Consider yourself the vice president for North and South America marketing and sales and
develop your approach to propose the Mexican facility to senior management. Of course, you
should consider transportation costs, the cost to develop the facility in Mexico, the transportation
times in the current and proposed logistics systems, warehouse considerations, etc. It should be a
comprehensive report that is persuading at the most senior level. Your proposal may also address
these same considerations for locating the plant in the United States.
You do not have to fully research all costs and transportation times, however, the figures you
present should be reasonable. In other words, you should fabricate reasonable figures to be used in
your discussion where you cannot find hard data.
Chapter 7 Electronic Commerce
Dialogue 13 Gideon Stein Speaks on IM Networks (Ⅰ)
Stein spoke with E-Commerce Times about the advantages organizations can reap by tapping
into the world of secure and private IM networks
E-Commerce Times: The whole area of private instant messaging has to be a pretty
exciting market to be involved in right now.
Stein: It’s really maturing very quickly. We’re seeing a lot of adoption across a bunch of
different sectors. We have a state practice, a Fortune 500 practice, a healthcare practice, a small,
medium enterprise practice – they’re all taking off together. We're seeing a great need for secure,
controlled IM across, basically, every industry.
It’s like e-mail. E-mail may have started in universities and taken a few years to take off, but
by the mid- to late ‘90s, every company had to have e-mail. IM’s really no different. The
consumer networks have done a great job, I think, of priming the well for everybody to understand
the value of real-time communications. As more and more people use it, the more they need it.
It gives a great opportunity for us to come in and give an enterprise alternative to what they’re
accustomed to using on a consumer platform.
ECT: Is this comfort with IM technology the reason your market is growing so quickly?
Stein: It’s really interesting. People, as in the employees, are very comfortable using it, and
they’ve downloaded it themselves. Most companies we deal with don’t have a locked desktop.
They allow their employees to download things. Companies are starting to worry about the stress
of everybody having these network applications that are incredibly susceptible to viruses and
hackers and other kinds of security threat running on their desktop. Employees are comfortable
using these platforms, but companies are not comfortable with having these products proliferate
and infiltrate their organizations with no controls.
ECT: What sort of security measures does Omnipod take?
Stein: We really see the value of our solution in terms of security and control, and in offering
a private alternative to the public or consumer IM networks out there. We offer a platform that is
separate from the public networks. We have a proprietary instant messaging and file sharing
protocol. We really see security as three separate areas that we try and provide for: One is
encryption. Whereas the consumer clients transmit everything in clear text, everything in
Omnipod is encrypted using 168-bit triple DES encryption technology. We also offer protection
from viruses so there’s no ability to transmit executable text through Omnipod’s platform.
As a private network you control who has access to the network. An IT administrator or
somebody within an organization has to decide who has access to the platform. It’s a closed
network that conceivably only your employees or your employees, partners and vendors have
access to -- only people who you, as an organization, designate have access to the system have
access to it.
ECT: Do you provide different levels of access?
Stein: The solution provides different levels of access. We have a very sophisticated domain
and sub-domain structure, which is very important as our deployments get larger and larger, to
tens of thousands or, in some cases, to hundreds of thousands. You’ll have a very widespread and
disperse workforce and you won’t necessarily want rank-and-file employees to instantly chat with
the CEO or, in a state example, a state worker to reach somebody in the governor’s office or the
governor.
For us, it is an important component of security and control. It is not a secure system if
anybody can reach anybody at any point and see anybody’s presence. The vast advantage of
instant messaging is to see that somebody’s online and to reach out to them and start a
conversation with them in real-time. No other form of communication except a face-to-face
meeting has that type of ability. If you call somebody, you don’t know if you’re going to get them
or you’re going to get their voicemail. You may have to dial them at home, then dial their cell
phone, then dial their office before you reach them. You send them an e-mail, you don’t know if
they’re going to respond in two minutes, five minutes or five days.
With instant messaging, the expectation is if you see that green light or, in Omnipod’s case, a
blue icon, telling you the person’s online, you send them a quick, “You there?” and they respond
immediately. You get your questions answered very quickly. If that person’s not there, you can go
down your list very quickly and see who else you can reach out to and get your question
answered.
ECT: Are these features reasons why private instant message networks have matured
more than their public counterparts?
Stein: Security and control are definitely the biggest drivers of private IM networks. The
initial reaction to the proliferation of consumer IM systems for companies is to turn them off or try
to control the proxy levels, so there are Band-Aid solutions that have cropped up like Face Time
and IMLogic that work to control the use of IM in a company. For longer term, trying to control
the use of consumer IM within the enterprise, we don't see as a very sound strategy. Look at it
from the perspective of e-mail: What company would just tell its employees to go out and get a
Hotmail or AOL account for e-mail? You really see, as the use of IM becomes sanctioned and
executives from companies realize the value of real-time communication and the cost-savings
associated from both the productivity gain as well as from the reduced reliance on telephones.
They’re looking for new types of solutions -- and private solutions -- to come in and solve their
problems.
ECT: Which would you say is the greater driver for investing in a private IM
network-productivity boost or cost-savings?
Stein: We’ve got multi-national corporations, like PepsiCo, and we’ve got a major Fortune
500 technology company whose name we can’t mention with 30,000 employees worldwide, and
they’ve distributed it to a huge number of their employees and they’ve cut down on telephone
costs dramatically by using our solution. For a small- to medium-size company where everybody’s
in a single office, you obviously aren’t going to get the long-distance, international phone savings,
but they see dramatic improvement in productivity by having people just be able to ask their
question, to multi-task and do several things at once. A sales person can be on the phone with a
prospect, send a quick IM to somebody on the technology team asking how the product functions,
and get the question answered in real-time.
ECT: Instant messaging really lends itself to people being direct, without any of the
niceties of conversation or even e-mail.
Stein: I was setting up an appointment with my attorney a few weeks ago. We had e-mailed,
back and forth, where I said, “I need to come in and see you.” And he said, “Okay, how’s Monday
or Tuesday?’ My e-mail back was, "Either one’s fine." And his e-mail back was, “How’s
Tuesday?” There were about six or seven e-mails back and forth, and it took about four hours. If
we could have IMed -- because we were both, obviously, sitting at our computers -- it could have
taken four minutes.
E-mail’s great for sending out a memo to somebody or a message where, if there’s a response
needed, that’s fine. But for a conversation, e-mail is not the ideal technology. If everybody’s at a
computer, IM is a much better alternative. We see people using IM more and more instead of the
telephone. IM is a great cost-saver.
We have a file-sharing component that's being used by more and more companies instead of
e-mail attachments. This is also a great cost saver for companies.
One of our clients, PepsiCo International, did an ROI [return on investment] analysis over a
two-month period with their international help desk that was supporting users in the Middle East,
North Africa, Asia and Latin America. They found they were saving up to [US] $200 per
employee per month using Omnipod versus using the telephone. On average, a help desk session
would take three phone calls. Their phone bills ran, on average, $1.55 a minute because it wasn’t
like Plano, Texas, to London. It was Plano, Texas, to Jakarta or Plano, Texas, to Abu Dhabi. From
that, they said, “We might not get the same cost-savings across the entire organization but let’s
deploy Omnipod much more broadly across the organization.” It’s been a great customer of ours.
(To be continuous)
New Words and Phrases
hypothesis [] n.假设
orchestrate [] v.编管弦乐曲
simultaneously [] adv.同时地
inspire [] vt.吸(气), 鼓舞, 感动, 激发, 启示, 使生灵感, 产生vi.吸入, 赋
予灵感
apparent [] adj.显然的, 外观上的
availability [] n.可用性, 有效性, 实用性
consistent ] adj.一致的, 调和的, 坚固的, [数、统]相容的
agility [] n.敏捷, 活泼
pathway [] n.路, 径
staggering [] adj.蹒跚的, 摇晃的, 另人惊愕的
memorandum [] n.备忘录, 便笺, 便函, 买卖契约书
consignment [] n.(货物的)交托, 交货, 发货, 运送, 托付物, 寄存
物
jurisdiction [] n.权限
maturing [] (陶瓷的)烧成 (泥料的)陈化, 成熟
be susceptible to v.对……敏感, 可被…
proliferate [] v.增生扩散
infiltrate [] v.渗透
encryption [] 编密码 Encryption [简明英汉词典] []
[计] 加密术,密码术
governor [] n.统治者, 管理者, 地方长官, 主管人员
proxy [] n.代理人 Proxy [简明英汉词典] 代理服务器，即Proxy服务器，在
互联网上的完成跑腿服务。当你在浏览器中设置了某个Proxy服务器之后，由你的浏览
器所发出的任何要求，都会被送到Proxy服务器上去，由这台Proxy服务器代为处理。
nicety [] n.美好, 准确, 精密, 纤细
attorney [] n.<美>律师, (业务或法律事务上的)代理人
Dialogue 14 Gideon Stein Speaks on IM Networks (Ⅱ)
ECT: Could you go into some details of how Omnipod worked with 33 agencies in
Florida?
Stein: The state of Florida had a few problems. One was, they had consumer IM proliferating
throughout the state. It was unsanctioned and they wanted to control it. They also didn’t have any
interoperability between systems, and they struggled with coordination within agencies,
particularly with working groups within agencies. They had these information security officers
within 33 agencies and they didn’t have a single platform to tie them all together. They’ve
deployed Omnipod throughout these agencies and they’ve been able to maintain a direct
connection and create a channel of communication among working groups within agencies so
they’re all tied together within a single platform. People in the Department of Education can see
that people within the Department of Health are online, and if they’re working together on a
statewide rollout of an e-mail platform, they can coordinate electronically, in real time, using our
platform.
They started to realize the benefits of this real-time communications solution for their
Homeland Security and Emergency Management people. We’ve been adopted by the state
technology office and are being deployed throughout the state for real-time notification of
emergency alerts. Our platform incorporates a number of different communication technologies; it
integrates not only secure instant messaging and chat, but files sharing, e-mail, blast e-mail, blast
SMS that enables users to reach people on various platforms, whether or not they’re on the Pod
[Omnipod platform]. You can be on your cell phone or using your PDA device and get a message
from somebody, in real-time, from Omnipod or on the Omnipod platform. That was very attractive
to Florida, to be able to take large numbers of users, put them on the Pod platform and, from a
single application on a desktop, be able to reach hundreds or thousands of users with a single
message.
After [Hurricane] Frances, before Ivan, before Jeanne, I guess, they deployed Omnipod
where several hundred new users, as part of [Florida’s] continuity of operations plan, were able to
send alerts and notifications to all these users in preparation for and after, during the clean-up, for
Hurricane Ivan, then Jeanne as well.
ECT: Is Omnipod working with any agencies in other states?
Stein: Virginia is a great example. They've deployed Omnipod throughout their central IT
agencies -- VITA -- and this proved very beneficial to them a couple of months ago when they had
a major Microsoft (Nasdaq: MSFT) Exchange outage across their statewide network. The outage
occurred at the end of the workday, and a number of their technicians were needed to fix the
problem. Some of them were already home and others were spread about the state, in various
offices and different data center locations. VITA quickly created a secure Pod chat, like they do
every day, and coordinated their efforts to bring the statewide e-mail system back up within a few
short hours. The real-time nature of IM, plus the fact that Omnipod is a hosted solution and not
tied to their Exchange environment or their network, was essential to getting the system up and
running really quickly.
A lot of companies are saying they’re thinking about diversifying their communications
platforms, and are looking toward a hosting solution in conjunction with their internal e-mail
solution to provide yet another platform for communications redundancy in the case of a disaster.
If their network goes down, Omnipod still runs. It's a really powerful message, a really powerful
sales tool.
ECT: Do you have any competitors in the private IM space?
Stein: There are other private IM providers. There are no other private IM-hosted providers.
While Microsoft has announced Live Communication Server, Lotus has LotusIM. They are
installed solutions. You need to buy the solution, buy servers, have a team dedicated to running a
24 hour a day, seven days a week, network. Omnipod offers customers a turnkey solution that’s
hosted. It’s private IM, but ours is provided on a hosting basis so you don’t need to buy any
machine, you don't need to staff up to run Omnipod.
In fact, one of our customers deployed 10,000 seats -- it's very fast to deploy -- in a matter of
two days, and very quickly after contracting with us. A contract gets up and running and we can
get through an entire organization in a matter of a couple of days. You want it immediately and
you don’t want to worry about it.
ECT: So how does the price compare?
Stein: Our pricing, particularly for large enterprises, is very attractive. We’ve found our
pricing is attractive to most enterprises. You’re buying a service from Omnipod. They don’t have
to buy the hardware. They don’t have to maintain a staff or train a staff. They pay us on a monthly
basis. Our price for secure IM starts at $5 per user per month. It goes up if you add additional
functionality to that, particularly file sharing, and the price goes down as the deployment scales. A
100-person organization will be paying a little bit more than a 10,000-person organization. We’ve
found it’s pretty much a no-brainer for companies looking to outsource their secure IM needs.
Price is not an issue. It’s a very inexpensive solution. As we are a service and not a software
solution you have to buy, buy hardware for and then maintain, we come out of the operating
budget for most companies, rather than the capital budget.
ECT: Are there any technological challenges facing Omnipod or this market?
Stein: One thing that’s really interesting is the whole interoperability case. We’ve found that
a lot of pundits are really excited about the interoperability announcement by Microsoft with AOL
and Yahoo (Nasdaq: YHOO), it really is more of a mixed reaction among companies. There are
certainly a number of companies that want to be able to communicate externally with people on
other networks, but we're finding a real trend towards private IMs-creating separate channels for
communications, particularly real-time communications. In the states, in particular, there is a
desire to focus solely on private communication that is not connected to external networks. (End)
New Words and Phrases
prosper [] v.成功, 兴隆, 昌盛, (指上帝)使成功, 使昌隆, 繁荣
plug in v.插上电源
trade matrix贸易比例矩阵
execution [] n.实行, 完成, 执行, 死刑, 制作, (武器等的)破
坏效果, 杀伤力
synchronized同步的
merge [] v.合并, 并入, 结合, 吞没, 融合
proliferate [] v.增生扩散
unsanctioned [] adj.未认可(或批准)的, 未通过的
interoperability [] 互用性, 协同工作的能力
blast [] n.一阵(风), 一股(气流), 爆炸, 冲击波vt.爆炸, 毁灭, 使枯萎, 损害
redundancy [] n.冗余
pundit [] n.印度学者, 梵文学家, 博学者PUNDIT [简明英汉词典]=Portable
Ultrasonic Non-destructive Digital Indicating Tester 轻便式超声波非破坏性数字指示测试
器
solely [] adv.独自地, 单独地
Exam Paper 7
INTERNET AWARENESS
Time: 2 hours
Maximum Marks: 75
Note : Question number 1 is compulsory. Answer any three questions from the rest.
1. (a) What is an Internet ? How does it work? Explain it with the help of a diagram. (10)
(b) List any ten tasks that a user can perform if s/he had access to the Internet (10)
(c) What is WWW? How is a static page created? What are the roles of the hypertext,
hyperlinks and hypermedia in the creation of web pages? (10)
2. (a) Write an application for each of the following : (6)
(i) Mail Reflectors
(ii) Mailing Lists
(iii) List Servers
(b) What is FTP? List the step by step procedure and the associated commands for using FTP.
(9)
3. (a) Write any 10 features of a browser. (10)
(b) What is Telnet? How is it useful? Explain the role of the Telnet with the help of an example.
(5)
4. (a) Explain the following components of E-Mail: (12)
(i) Message Window
(ii) Attachments
(iii) Address fields (Reply to, Mail to, CC, BCC)
(iv) Inbox
(v) Outbox
(vi) Forward
(vii) Delete
(viii) Save as . .
(b) List any three search engines and 3 URLs of free E-mail service providers. (3)
5. (a) What is an Internet Relay Chat ? List any three benefits of it. (5)
(b) State the function of each of the following Internet Tools in at the most two sentences: (6)
(i) Messenger
(ii) FTP
(iii) Shopping
(c) What are FAQs and how are they useful with the advent of internet? (4)
Chapter 8 Warehouse and Inventory
Dialogue 15 A Conversation with Joe Couto(Ⅰ)
Joe E. Couto is Senior Vice President of Headwater Technology Solutions, Inc. He has been
involved with the development, deployment and marketing advanced information systems for the
logistics industry for over 25 years.
Q: Who is Headwater Technology Solutions Inc. and what do you do?
A: Headwater is a technology company that addresses all levels of the supply chain with
solutions and consulting services. We operate globally, focusing on Supply Chain Execution with
solutions that support the flow of goods and information from the point of origin to delivery. The
supply chain itself is becoming more complex, more competitive and more technology-driven, so
operators within it require advanced solutions that give them not only power and performance, but
also high levels of flexibility so that they can anticipate and react to change.
It all relates to smart and profitable management of goods from origin or distribution point to
point of sale. The stream must be fast, consistent and accurate. The alternative is lost business,
which spirals upward from the retail store all the way to the field or factory. Every level in
between is impacted, so it is beyond question that the supply chain is the critical element and that
product acquisition, storage and delivery must be managed with strict attention to detail.
Q: What’s your focus and how does it apply to the retail business?
A: Headwater has a strategic mission to build and/or acquire leading edge software solutions
that support the distribution process in all of its dimensions. We focus on three areas:
warehouse/inventory management, transportation management and supply chain consulting. While
we do not directly address the retail level, everything that we do impacts it, since the quality and
effectiveness of our supply chain offerings are instrumental in our customers’ ability to store and
deliver goods.
Our warehouse management systems (WMS) are state-of-the-art and we remain in a constant
state of development and enhancement so that our customers can be assured of the most effective
management tools. Similarly, our transportation management solution, which was the first to
combine every aspect of the transportation business in a single solution (TL, LTL, local
delivery/cartage, brokerage), continues to expand its capabilities, most recently with wireless
in-field dispatch capabilities and eCustoms capabilities that facilitate cross-border clearances
between the U.S. and Canada. Our consulting capabilities draw on decades of experience of
professionals in every aspect of the logistics business. So if logistics is critical to effective
retailing, we certainly do apply.
Q: What do you see as the primary challenges facing retailers?
A: As in most businesses today, the key challenges are competition, the cost-price squeeze
and the need to have product to sell in the quantities need to satisfy demand, since lost sales are
rarely recoverable. Consolidations in many areas of retailing have increased competitive pressures
as fewer, larger entities battle it out for the consumer dollar. Labor costs continue to rise both in
hourly rates and in ever-growing benefit packages. Shrinking margins are the inevitable result.
Customer loyalties are fleeting as price-conscious consumers flow toward the best deals.
Consumer spending is the engine of the economy, so the factors that affect retail affect the larger
society as well, so these are not just retailer problems.
Q: How do logistics management systems contribute to retailer success?
A: Effective supply chain execution processes do more than simply deliver goods. Successful
processes represent a continuum that extends across the product life cycle and maintains a reliable,
transparent and continuously updated flow of information. Timely and reliable information is
fundamental to supporting the movement and storage of goods and helps transportation and
distribution providers protect quality, maintain security, and anticipate potential problems. On the
receiving end, these solutions are the unseen influences that enable retailers to plan and project
both their normal sales activities and also special events, which normally have critical delivery
and stocking requirements.
These are just a few ways that advanced logistics systems support retail. Comprehensive
logistics solutions should be broad and deep in their capabilities and performance, as well as
refinable to specific requirements of logistics providers and the retailers that receive the goods.
Q: Who are your customers and what is their relationship with retailers?
A: Headwater’s warehouse clientele falls into three general categories, each with individual
differences, enterprise-to-enterprise.
First is the public warehouse, or third party logistics (3PL) provider. These enterprises are
essentially contractors that operate between the product provider and the retailer. They serve
several functions: to receive inventory; store and manage it; provide fulfillment services of various
types, such as breaking-up and repackaging shipments and light manufacturing; sorting, picking
and assembling loads for shipment; and shipping loads to their final destinations. The challenge
for the 3PL provider is to maintain positive separation and control over all of the goods of all of its
clients within single or multiple facilities. Headwater’s Smart Enterprise warehouse management
system has been designed from the ground up to provide the advanced capabilities need to do that.
Second is the distribution center, which most often is a single-client facility that serves one
manufacturer or senior distributor. The same activities are performed as in 3PL operations, but in
a less complex environment. Whereas the 3PL provider must deal with a number of logistics
services clients simultaneously, the distribution center can concentrate on just one.
Third is the Lead Logistics Provider (LLP), sometimes termed a Fourth Party Logistics
provider (4PL). This type of enterprise can operate either as an assets-based company, which has
its own transportation units, warehouse space and management system, or as a non-assets-based
company that employs a management software system, but which contracts for all or part of the
assets needed to execute its clients’ needs. They often are capable of conducting end-to-end
logistics services, from supply chain analysis, concept and design through delivery of product to
destination, and they can serve single client or multiple clients. Headwater’s Del4PL management
system incorporates the full capabilities of its warehouse management and transportation
management systems, as well as extensions that are unique to the 4PL/LLP business model.
Not least of the capabilities that are vital to Headwater customers is its e-Vista web-based
visibility tool, which enables product-owners to determine the status of their inventory 24/7,
simply by using a browser on their web connection.
Headwater’s Freight Logix transportation management system (TMS) is tightly integrated
with the rest of the Headwater offerings and offers the full range of transportation management
services for Truckload (LTL), Less-than-Truckload (LTL), Brokerage, Pickup-and-Delivery,
Cartage and Private Fleets. All of the capabilities for managing any transportation requirement are
incorporated, from order entry to delivery, invoicing and settlement. Freight Logix was the first
TMS to bring all of this functionality together in a single management system. In so doing, it
brought a heightened level of coordination and control over shipments and deliveries – something
that ultimately impacts retailers significantly. (To be continuous)
New Words and Phrases
put away v.放好, 储存……备用, 处理掉, 放弃,抛弃
hazardous [] adj.危险的, 冒险的, 碰运气的
segregate [] v.隔离
likelihood [] n.可能, 可能性
deteriorate [] v.(使)恶化
Jiffy bag n. （邮寄图书用的）有衬垫物夹层的大信封
bubble [] n.泡沫, 幻想的计划vi.起泡, 潺潺的流
hazardous [] adj.危险的, 冒险的, 碰运气的
dispatch [] vt.分派, 派遣n.派遣, 急件
cartage []n.货车运输, 货车运费
squeeze [] n.压榨, 挤v.压榨, 挤, 挤榨
clientele [] n.诉讼委托人, 客户
functionality [] 功能性,泛函性
Dialogue 16 A Conversation with Joe Couto(Ⅱ)
Q: Does retail impose unique requirements on logistics providers?
A: Retail imposes two urgent requirements on vendors and therefore on their logistics
providers. They are technology and compliance.
Both software and hardware technology are involved in the movement and flow of goods, for
the management of records representing the inventory, and for the physical storage, retrieval, and
transfer/transport of the merchandise. Technology continues to advance and Headwater is careful
to stay abreast of and even to anticipate its customers’ needs.
Two examples of this effort are Radio Frequency Identification (RFID) and RF Voice.
Both are relatively new additions to warehouse technology: RFID using radio-activated tags to
locate product to supply and sometimes replace traditional barcoding’ and RF Voice enabling
automated voice-directed picking directly from the computer. Both technologies dramatically
simplify and accelerate warehouse operations and result in more profitable operations for the
3PL/4PL/distributor, more competitive operations, potentially more favorable pricing, and
ultimately more accurate, error-free service to the retailer.
The second of the two critical requirements is for the strict observance of compliance issues,
both those ordered by government agencies (Food & Drug, Department of Agriculture; OSHA,
Interstate Commerce, State control boards, etc.) and those of individual retail customers.
Large retail organizations usually have their own set of compliance factors, and it is
absolutely necessary for the logistics provider to be able to accommodate these to minute detail.
The power and flexibility of Headwater solutions dramatically simplify the logistics provider’s
task in accommodating these details by tracking product by lot code through the supply chain.
Q: What are some examples of how an effective logistics system supports retail?
A: The distribution center of a Chilean conglomerate department store chain that sells softand hard goods such as apparel, garments on hangers, electronics, appliances, furniture and home
décor, and personal care items. It operates a 40,000 square meter (360,000+ square foot)
ambient-temperature state-of-the-art facility in suburban Santiago. Headwater’s Warehouse Logic
has been a critical component of its technology apparatus, enabling the firm to transition from a
“warehouse” activity to a true distribution center.
Most of the entries and receipts are language-neutral numbers but since Chile is a
Spanish-speaking country, Headwater created a multi-lingual platform for the system’s screens
and functions. The programs have the ability to create receipts based on the advance shipping
notices (ASNs), as well as to manage cross-docking and a system-directed put-away process.
Among its many positive control features, cartonization of product and Store Delivery
Notification has proven extremely efficient for receiving product at stores. The system also
manages product reservations to the point of sale and in shipping of home deliveries.
A third party logistics and packaging fulfillment company in the U.S. Midwest specializes in
value-added services for automotive, publishing and other products under stringent time
constraints. It is regularly called upon to receive, process and ship promotional product to retailers
quickly, sometimes extremely high volumes on an overnight basis.
Founded on a concept of total flexibility in terms of space and labor, the company
implemented Headwater’s Smart Enterprise 3PL logistics suite within weeks of opening for
business in order to manage its processes and to control its resources. The company occupies only
85,000 square feet of warehouse space on a permanent basis, but it has the ability to expand
temporarily to as much additional space as is needed to accommodate specific project
requirements, as well as access to an abundant temporary labor supply.
The company provides a range of retail-related services including pick, pack and fulfillment,
just-in-time sequencing, test market rollout coordination, storage and distribution, and radio
frequency inventory management. Packaging capabilities include shrink wrapping, blister packs,
club packing, bagging and sorting. Value-added services include kit assembly, point-of-sale
displays, stickers/labeling, reworking/repackaging, light manufacturing, subassembly/reverse
assembly, washing/degreasing and quality verification. Contract labor arrangements enable the
company to offer 24/7 operations and 24-hour emergency and crisis project management.
Fundamental to its operations are workflow features in Smart Enterprise/Warehouse Logic
that guide the temporary workers through the entire distribution process, time-stamping events in
the warehouse when they occur and allowing tight control of operations and labor.
Q: What are some ways Headwater supports the supply chain?
A: Part of Headwater’s mission is to stay ahead of its customers’ requirements. Sometimes
that takes the form of cooperative ventures with certain willing companies, as is the case with our
current RFID and RF Voice consortiums. In a sense, these companies become our development
advisory group, and the result of their research and experimentation has led to features and
enhancements that contribute to improved system functionality and performance, and which
ultimately redound to the benefit of their customers.
We have expanded our consultative offerings so that we can work hand-in-glove with our
solution users to optimize their own services to customers -- largely retailers in one field or
another, from frozen food to hot electronics.
Headwater maintains a strategy of internal growth and external acquisitions so that we can
continue to offer the functionality depth and breadth that our customers need, and we are now in a
position to provide end-to-end logistics solutions.
We also maintain leadership through partnerships with other leading edge companies. Recent
examples include the incorporation of in-field dispatching capability and an advance customs
clearance feature in our Freight Logix TMS solution. We have taken a leadership stance and our
vision extends beyond our own customers to a vision of what their customers’ require.
Q: How can the supply chain be optimized to bring retailers a higher comfort level?
A: I think my last statement says it. The supply chain has to operate on a basis of what is
going on at the point of sale. It involves technology, a deep awareness of consumer wants and
needs and of retailer priorities, along with the ability to serve them through an understanding of
retail practices and trends.
Headwater is at pains to pursue this mission. Our solutions are built from the ground up to
provide positive control over merchandise from production to the point of sale, with a steady
stream of accurate information supporting the storage and movement of product at every step
along the way. When we achieve a more effective supply chain through the smart application of
software and allied systems – both in warehousing and transportation – no one has to worry about
the comfort level of the retailer. (End)
New Words and Phrases
predetermine [] v.预定, 预先确定
acquisition cost n. 置业费，购置成本
graph [] n.图表, 曲线图
trigger [] vt.引发, 引起, 触发n.板机
replenishment n.补给, 补充
compliance [] n.依从, 顺从
retrieval [] n.取回, 恢复, 修补，重获，挽救，拯救
abreast [] adv.并肩地, 并排地
simplify [] vt.单一化, 简单化
apparatus [] n.器械, 设备, 仪器
stringent [] adj.严厉的, 迫切的, 银根紧的
advisory [] adj.顾问的, 咨询的, 劝告的
Exam Paper 8
Inventory and Stores Management
Time: 3 hours
Maximum Marks: 70
Note: Attempt all questions. All questions carry equal marks. Use of calculator is allowed. Assume
any missing data.
1. Discuss the objectives of pre-dispatch inspection. List various checks you will follow during
pre-dispatch inspection (10)
2. A company purchases 9000 parts of a machine for its annual requirements ordering one month's
usage at a time. Each part costs Rs. 20.00. The ordering cost per order is Rs. 15.00 and the
carrying charges are 15% of the average inventory per year. Suggest a more economical
purchasing policy for the company. What advice would you offer and how much would it save the
company per year? (10)
3. What is inventory control? Why does a company keep inventory? Write down various functions
of maintaining inventory. (10)
OR
Enumerate the different types of inventory in a construction company. What are the factors
affecting inventory?
4. Write the specifications of the following items: (5x2:10)
(a) Steel bars
(b) Door frames
(c) Glass
(d) Bricks
(e) Stone flooring
5. Describe the objectives of stock taking. Discuss various methods of stock taking. (10)
OR
What are the basic functions of store houses? What are the different factors on which sizes of
stores depend?
6. As a civil engineer, what points will you consider in selecting site of the stores building and
why? What are the security measures you should take for the security of stores? (10)
OR
What are the advantages of single storied construction for store houses? What are the precautions
you should take to avoid fire hazards?
7. Write short notes on (any flue) : 5x2=10
(a) Layout planning of stores
(b) Make or Buy decision
(c) Reorder time
(d) GR Notes
(e) Third party certification
(f) Just-in-time
(g) Material at site
Chapter 9 Procurement Management
Dialogue 17 Conversations with Cisco Management(Ⅰ)
Given the dramatic industry challenges this past year, Cisco understands there are a number
of questions about our strategy to lead in the Internet economy. Therefore, we would like to take
the opportunity to address some of these questions with answers from John Chambers, President
and Chief Executive Officer; Larry Carter, Senior Vice President and Chief Financial Officer;
Mario Mazzola, Senior Vice President, Chief Development Officer; Rick Justice, Senior Vice
President, Worldwide Field Operations; and James Richardson, Senior Vice President, Chief
Marketing Officer.
Q: Do customers continue to believe in the benefits of the Internet?
John Chambers: If I had been asked this question three years ago, I would have said that
most business and government leaders viewed technology investment as an expense item with
little understanding of the productivity improvements that result from increased investment. Today,
the opposite is true. I think the vast majority of business and government leaders around the world
grasp the potential of the productivity, profitability, and standard of living implications that
Internet-based applications offer. Having say that customers will not spend as much money in any
area during economic slowdowns as they will during normal times. I believe our industry is tied to
capital spending and economic growth on a global basis, but as I’ve already said, leaders truly
understand the benefits that these applications can bring, regardless of industry or geographic
location.
Q: Can you describe the paybacks of Internet-based applications?
John Chambers: Cisco continues to be the best reference in the world for how to use
Internet-based applications across an entire organization. These applications will launch in waves,
first across an entire company, then across functional areas, departments, and at the small group or
individual level. Adoption of these applications will occur across all industries, including those as
diverse as health care, transportation, insurance, retail, and government agencies. While the
applications might vary, the productivity improvements that result are remarkably consistent.
Some examples of this include General Electric, which estimates it can save $1.6 billion on
internal productivity improvements as a result of using the Internet. This year, it plans to spend $3
billion on information technology (IT) in the effort to "digitize every aspect of the company," a 12
percent increase in its IT budget over last year. Similarly, Baxter International Inc., a global
medical products and services company, is using the Internet to drive operational excellence.
Baxter believes it will save $40 million in 2001 from a strategic sourcing initiative enabled in part
by e-procurement, a 33 percent increase over fiscal 2000, and also expects to save $8 million in
transportation costs by leveraging the Internet. None of this would be possible without the power
of Internet technologies.
Q: Do you still have confidence in your internal systems and applications?
Larry Carter: The information our systems provide us on a daily basis is instrumental in
running our business. While no systems have ever been built to model a downturn like the one we
recently experienced, having real-time information allowed us to make quick, effective decisions.
Our ability to strategically leverage our systems going forward is a key to sustaining our
competitive advantage.
Q: What makes a great leadership team?
John Chambers: I view my role as President and Chief Executive Officer at Cisco with
three main responsibilities: first, to determine, with the leadership team, the strategy of the
organization; second, to develop and grow the leadership team to implement that strategy; and
third, to drive the culture of the organization. A great leader has a diversity of experience and skill
set, along with the ability to work together successfully in a broader organization.
Teamwork is critical, and while a healthy give and take is important to arrive at the best
solutions, I believe that once we make a decision, we all work together toward common goals. I
am extremely proud of the depth and breadth of Cisco’s leaders. We will continue to evolve our
leadership team and grow it through internal promotions and external hiring both this year and
next year.
Q: Services now account for an increasingly large part of Cisco’s business. Can you tell
us more about it?
Larry Carter: We have found there is a direct relationship between the quality of our
services, customer satisfaction, and the amount our customers invest in our services offerings. Our
services business has nearly doubled as compared to the prior year and is currently on a
multibillion dollar run rate with over 60 percent gross margins. For fiscal 2001, approximately 12
percent of Cisco revenue, or $2.7 billion, was generated by support, professional services, and
other miscellaneous service revenue. Our services goal is to increase customer satisfaction,
technology absorption, and long-term Cisco profitability. As services grow as a percentage of our
business, we believe it will become a predictable segment of Cisco revenue.
Q: What new technologies hold the most promise for Cisco and its customers?
Mario Mazzola: New applications and business models require an investment in
infrastructure to create the right conditions for wide-scale business and consumer use. We call
these “tornado” markets, which can be described as a rapid uptake of cutting-edge products to
progressively larger markets.
Tornado markets are still occurring. Cisco’s ability to address these opportunities stems from
our expertise in the Internet, and its lingua franca—the Internet Protocol (IP). IP is the
architectural foundation for networks and is the core disruptive agent of the Internet. IP not only
enables services that transform applications, but also imposes different requirements on the
underlying transport infrastructure of a network. This opens the door to a number of market
opportunities for Cisco today, as well as new technologies that Cisco can take advantage of in the
future. Technologies like virtual private networks (VPNs) over the Internet and private IP
networks will redefine how businesses and consumers access the Internet, and in a much more
cost-effective way. The wireless Internet will bring the richness of Internet content to mobile users.
The world of video streaming will also be improved by the use of content delivery networks
(CDNs) that will efficiently transport video via the Internet. (To be continued)
New Words and Phrases
procurement [] n.获得, 取得
acquisition cost n. 置业费, 购置成本
negligent [] adj. 疏忽的, 粗心大意的
specification [] n. 详述, 规格, 说明书, 规范
insignificant [] adj. 无关紧要的, 可忽略的, 无意义的
capital return 资本报酬(率), 资本回收(率), 资本利润(率)
turnover [] n.翻覆, 半圆卷饼, 流通量, 营业额, 周转.adj.可翻转的
fabric []n.织品, 织物, 布, 结构, 建筑物, 构造
waterproofing防水的
textile []n.纺织品adj.纺织的
garment []n.衣服, 外衣, 外表
downturn [] n.低迷时期
sustaining [] adj.支持的, 持续的
approximately [] adv.近似地, 大约
miscellaneous [] adj.各色各样混在一起, 混杂的, 多
才多艺的
predictable [] adj.可预言的
absorption [] n.吸收
architectural ] adj.建筑上的, 建筑学的
disruptive [] adj.使破裂的, 分裂性的
underlying [] adj.在下面的, 根本的, 潜在的, [商]优先的
Dialogue 18 Conversations with Cisco Management(Ⅱ)
Q: How does Cisco stay ahead of the wave of innovation?
Mario Mazzola: Customers are our number-one priority. Cisco stays ahead of the wave of
innovation through a combination of world-class engineering resources, partnerships, and the
technology we acquire. This hybrid approach allows us to quickly innovating new applications,
business models, and infrastructures that will give us a competitive advantage. At Cisco, we
maintain a careful balance between these areas to ensure best-of-breed products in the markets we
address.
Q: With your new structure that organizes the engineering department by technology
groups versus the line of business focus, has your commitment changed to your key
enterprise, service provider, and commercial business customer segments?
John Chambers: This reorganization maps closely to how our customers are currently
making business decisions. Today, our customers want consistent product architecture across their
integrated networks—a seamless combination of their intranets, service provider networks,
commercial networks, and the Internet. Our line of business structure served us well over the last
four and a half years as we grew from $6 billion in revenue to over $22 billion. However, we were
beginning to experience product overlap and were less effective in sharing both resources and
innovations across our broad engineering organization than I would have liked.
As a result, we moved to a structure that optimizes Cisco’s ability to deliver a seamless
Network of Networks. With this new organization, our three customer segments remain the key to
our future success, and will remain the core focus throughout our company. Business councils
have been formed for each customer segment, and will be led by a senior vice president with a
wealth of experience to ensure this focus. Moving forward, I fully expect that our enterprise and
service provider businesses will fluctuate on a yearly and industry trend basis as we have
experienced over the last several years. What is difficult to forecast is the degree to which our
enterprise customers will build their own networks, or outsource their needs to a service provider.
Regardless of the balance, I believe Cisco is in a position to provide both solutions. Our goal is to
be the number-one market player in all three segments as they move toward integrated data, voice,
and video networks.
Q: When you’re with customers, do you think they are still confident in investing in the
Internet?
Rick Justice: Yes, I do. From my experience talking to customers around the world,
companies continue to see the Internet as a tool to communicate better, become more efficient and
productive, and better serve their customers. Companies understand that the Internet is quickly
becoming an integral part of conducting business, which is true for companies of all sizes.
Two-thirds of small businesses now have access to the Internet, and many smaller firms are
engaging in e-commerce and e-service. Even more importantly, customers are seeing the
significant benefit of the increased productivity that comes from integrating the Web into their
business operations. A 2001 report by the Federal Reserve Bank of New York found that industries
that invested the most in information technology in the early 1990s experienced the greatest
productivity gains during the late 1990s. These types of tangible benefits give companies
confidence that the Internet is still an invaluable investment.
Q: How does Cisco maintain its entrepreneurial spirit?
James Richardson: Innovation, entrepreneurial spirit, and taking calculated business risks
have always been hallmarks of the Cisco culture. In that spirit, we continue to cherish and reward
innovators within the company. Cisco’s Distinguished Engineer, Cisco Fellow, and Pioneer
Technology Award programs promote the entrepreneurial spirit that has been at the root of our
company's success.
The Distinguished Engineer and Cisco Fellow programs were developed as a way of
recognizing the contributions of key technical employees and allowing them to set and influence
the company’s technical direction, while encouraging them to communicate those developments to
the industry at large.
Over the years, Cisco’s innovative spirit has resulted in the development of key Internet
technologies such as IPv6, quality-of-service (QoS) over IP, Multiprotocol Label Switching
(MPLS), Dynamic Packet Transport (DPT), and data-over-cable technologies. The Pioneer
Technology Award program recognizes the contributions of engineering teams that drive the
development of innovative products and core technologies to a new level of excellence. This
year’s winners include the teams that developed the Cisco 12400 Internet Router, our
industry-leading VoIP technologies, and the innovative Ternary Content-Addressable Memory
(CAM) that enables high-speed routing and switching. Shareholders are welcome to visit our
Innovation site at www.cisco.com/go/innovation to learn more.
Q: What is your vision for the future of the Internet economy?
John Chambers: Our confidence in the market opportunity is built on the continued impact
of the Internet on productivity. Much more work needs to be done before every company is an
e-company, and a majority of the world’s countries are e-countries with virtual networked
infrastructures. However, we believe that the long-term productivity gains resulting from this are
what will matter most to a company’s future competitiveness and a country’s standard of living.
(End)
New Words and Phrases
renegotiation n.重新谈判, 重新商议
renewal [] n.更新, 复兴, 恢复, 续借, 重申, 补充
tender [] adj.嫩的, 温柔的, 软弱的
criteria n.标准
quotation [] n.引用语, 价格, 报价单, 行情表
elimination [] n.排除, 除去, 消除, 消灭
hybrid [] n.杂种, 混血儿, 混合物adj.混合的, 杂种的
seamless [] adj.无缝合线的, 无伤痕的
overlap [] v.(与...)交迭
fluctuate [] vi.变动, 波动, 涨落, 上下, 动摇vt.使动摇, 使波动,
使起伏
regardless of adj.不管, 不顾
entrepreneur [] n.<法>企业家, 主办人
hallmark [] n.特点
distinguished [] adj.卓著的, 著名的, 高贵的
Exam Paper 9
Sustainable Procurement
DURATION: 3 hours
Instructions for Candidates:
This examination is in TWO sections.
Section A Has TWO compulsory questions, worth 25 marks each.
Section B Has FOUR questions; answer TWO. Each question is worth 25 marks.
1. Do not open this question paper until instructed by the invigilator.
2. All answers must be written in the answer booklet provided.
3. All rough work and notes should also be written in the answer booklet.
SECTION A
You are strongly advised to read carefully and analyse the information in the case study
before attempting to answer questions 1 and 2.
Introduction Office Equipment Limited (OEL) manufactures printers, photocopiers and
other office machinery. OEL’s manufacturing operations are based in Europe and its customer
base and supply chain extends worldwide. OEL’s mission statement, developed some years ago, is
“To enhance our customers’ efficiency and professionalism by supplying reliable, practical office
equipment and excellent service.” The organization’s core values are:
 Reputation through customer satisfaction
 Our people are our greatest asset
 Professionalism in everything we do.
Organizational Challenges Over the last 12 months, OEL has encountered a number of
challenges including the following:
 One of OEL’s major customers has announced new stringent energy-saving and recycling
targets for all future purchases of office equipment.
 The media recently published a damaging story about working conditions at one of OEL’s
suppliers.
 A number of OEL’s suppliers have been sub-contracting to other non-approved suppliers
without informing OEL.
 A recent brand survey showed one of OEL’s main competitors moving ahead based on
customer satisfaction.
 A minor chemical leak from one of OEL’s main manufacturing facilities polluted a local
river. This proved costly to clean up and attracted demonstrations from an environmental
group, damaging the company’s relationship with the local community.
 OEL’s managing director recently attended a conference on global climate change and has
questioned the organization’s lack of a sustainability policy.
As a result of these challenges, in addition to the more general challenges of increased
competition and reduced profits, all functions have been requested to put forward ideas on how
OEL can improve its competitive position.
The Purchasing and Supply Function Mike Greening has recently joined OEL as
purchasing and supply manager and is responsible for presenting the function’s improvement
ideas. He previously worked in the public sector where he was involved in a number of
sustainable procurement projects. He believes that the introduction of sustainable procurement at
OEL will address many of the organization’s problems and lead to an overall improvement in its
competitive position.
Since joining the organization, Mike has carried out a detailed analysis of purchasing spend
and has established that out of a total of 650 suppliers, there are around 30 strategic or high-risk
suppliers who also account for a large percentage of spend. Some initial supply chain mapping
activity has revealed a number of gaps in buyers’ and first tier suppliers’ knowledge of upstream
supplier involvement, and he also has concerns about the current sourcing and supplier
management processes, particularly in the following areas:
 Sourcing requirements appear to be driven by the organization’s design function, and
purchasing specifications often include specific branded products and materials, thus limiting
suppliers’ ability to offer alternative products, processes or technologies.
 Supplier evaluation criteria are heavily weighted towards the initial cost of acquisition.
 There do not appear to be adequate controls in place to monitor and regulate sub-contracting
of work by first tier suppliers.
 Supplier audits and reviews are carried out on an ad hoc and infrequent basis, and supplier
development activity tends to be reactive, in response to problems.
Based on his understanding of the current situation, Mike has identified the following as key
areas for the purchasing and supply function:

The development and incorporation of a sustainable procurement policy
 Structured assessment and development of the current supply chain
 Implementation of a sustainable sourcing process for new projects.
Mike believes that by addressing these three areas in the improvement plan he presents to the
board, he can improve the effectiveness of the purchasing and supply function and demonstrate
opportunities to improve overall business competitiveness.
QUESTIONS
Questions 1 and 2 relate to the case study and should be answered in the context of the
information provided.
Q1 Outline the reasons for the introduction of sustainable procurement at OEL and explain the
importance of aligning and incorporating sustainable procurement policy into organizational
objectives. (25 marks)
Q2 Examine the key considerations for the development and introduction of a sustainable sourcing
process at OEL. (25 marks)
SECTION B
Answer TWO questions from section B.
You are strongly advised to read carefully all the questions in section B before selecting TWO
questions to answer.
Q3 Evaluate the key external factors affecting the implementation of sustainable procurement
across an organization or industry sector of your choice. (25 marks)
Q4 (a) Analyze the potential conflicts that an organization might encounter when introducing and
implementing sustainable procurement. (15 marks)
(b) Suggest ways in which the conflicts analyzed for Q4 (a) might be managed. (10 marks).
Q5 (a) Outline FIVE current and emerging global trends which could drive organizations towards
sustainable procurement. (10 marks)
(b) Assess the key future challenges for the purchasing professional in relation to sustainable
procurement. (15 marks)
Q6 Analyze how effective sustainable procurement improvement targets can be developed and
applied within both an organization and its supply chain. (25 marks)
Chapter 10 Information Management
Dialogue 19 Information Management for Agricultural Development
Jean-François Giovannetti argues that more effective information sharing and knowledge
management are essential for agricultural and rural development.
Q: Dr Giovannetti, since the early 1990s you have played a pioneering role in various
initiatives to use ICTs to make agricultural information more accessible to farmers and
researchers in ACP countries. Can you briefly describe some of the most successful
initiatives?
A: For farmers, perhaps the most innovative initiative is the Rural Universe Network (RUN),
which is led by our colleagues at the German Centre for Agricultural Documentation and
Information (ZADI) and supported by CTA (See the article Q&A service for farmers in ACP
countries in this issue). RUN is a question and answer service, although the way it is set up, RUN
goes further than that. As it recruits local experts to address the farmers’ questions, and publishes
all questions and answers on a single website, the project is effectively mobilizing local
knowledge and skills. At present RUN covers mainly francophone countries, but the Global
Forum on Agricultural Research (GFAR) is keen to facilitate the ‘scaling out’ of the network, and
to replicate its methodology elsewhere. Already, an Arabic version of RUN is being discussed. For
researchers, I would like to mention the Scientific and Technical Information System (SIST)
project funded by the French Ministry of Foreign Affairs. SIST aims to establish national portals
for scientific and technical information in 12 African countries: Algeria, Benin, Burkina Faso,
Burundi, Cameroon, Côte d’Ivoire, Ghana, Madagascar, Mali, Nigeria, Senegal and Tunisia. It is
noteworthy that the project is hosted by the Forum for Agricultural Research in Africa (FARA) in
Accra, Ghana, underscoring the key role of agriculture in African development.
Q: Much agricultural information, in particular research output, is published in
English or French, and is written in formal language that is accessible only to the scientific
community. How is GFAR addressing this issue?
A: GFAR is trying to shift away from a top-down approach to agricultural extension, in
which farmers are merely the end-users of research, towards a concept of innovation where
multiple stakeholders, including farmers participate in research activities. Therefore, if all
stakeholders are involved from the beginning, the ‘internalization’ of the research output is no
longer a limiting factor. An example of a project facilitated by GFAR that is fully in line with this
approach is Prolinnova, a global initiative to promote local people's innovation in ecologically
oriented agriculture and natural resources management.Another concern is that the dissemination
of agricultural information is managed more effectively. At GFAR we are giving a lot of attention
to this issue. Our last inter-regional consultation in Rome, in June 2004, led to a proposal for a
framework for action, entitled the Global Partnership Project on Information and Communication
Management for Agricultural Research for Development (ICM4ARD). This proposal lists a
number of priority actions, including efforts to strengthen the capacity of all stakeholders, from
producers to end-users, to create, manage and share agricultural information.
Q: In your view, how can CTA enhance the use of ICTs to improve access to agrigutural
information among its ACP partners?
A: This is obviously a relevant question for the new CTA Director. I believe that, with its
modest resources, CTA’s agenda should focus on capacity building among ACP stakeholders, as it
would be difficult for CTA to play a significant role in the formulation of ICT policy at the global,
regional or national level. Another key element in the CTA agenda is advocacy, particularly in
efforts to enable national agricultural research systems (NARS) in ACP countries to play a more
proactive role in the development of their own ICT enabled agricultural information systems. This
ties in with the approach taken by GFAR. Indeed, in cooperation with the regional forums and the
NARS, GFAR has suggested some concrete activities aimed at meeting these objectives in the
ICM4ARD proposal.
New Words and Phrases
optical scanning [计]光学扫描
electronic pen电子笔
stainability [] n.(细胞的)可染性
strengthen [] v.加强, 巩固
effectiveness [] n.效力
affiliate [] v.(使...)加入, 接受为会员
replenishment n.补给, 补充
kosher [] adj.犹太教所规定允许的, 合适的vt.使合适
acquainted adj.有知识的, 知晓的
co-op [] <俚>消费合作社, cooperative society 生活合作社
grape [] n.葡萄, 葡萄树
pasteurize [] vt.用巴氏法灭菌
gallon [] n.加仑
concord [] n.和谐, 一致, 和睦
rural [] adj.乡下的, 田园的, 乡村风味的, 生活在农村的
Francophone [] n.(尤指在使用两种或多种语言国度里的)操法语
者,讲法语的(当地)人
scaling [] n.缩放比例
advocacy [] n.拥护, 鼓吹, 辩护, 辩护术
concrete [] adj.具体的, 有形的n.混凝土v.用混凝土修筑, 浇混凝土,
凝结
Dialogue 20 Security Information and Event Management
IT is increasingly battling a host of security vulnerabilities. Although most shops have viruses
and intrusions under control, a major concern still remains: knowing when security “events” occur
and understanding how to respond.
To learn more about the state of security information and event management (SIEM) tools,
we spoke with John Linkous, product evangelist at eIQnetworks.
Enterprise Strategies: What are SIEM tools, and what is the business problem they
attempt to solve?
John Linkous: Security Information and Event Management (SIEM) tools provide a
platform for consolidating a broad range of security-related event data from across the enterprise.
Primarily based around log files, SIEM provides a mechanism for centrally collecting and
managing disparate data that may come from a wide range of platforms and devices, including
operating systems, applications, services/daemons, and infrastructure services such as firewalls
and VPNs. Organizations use analytics within their SIEM tools to provide a range of functions,
including trend analysis, event identification, correlation, and alerting, and evidence of
compliance with regulations and statutes.
One business problem that SIEM tools address is “bad behavior” -- identifying when things
go wrong within a system or group of systems. These bad behaviors -- regardless of whether they
are accidental or intentional -- can have significant and direct impacts on an organization’s ability
to function. Financial reporting, employee onboarding/offboarding, and operations are just a few
examples of business processes that can all be negatively impacted by the bad behavior of
technology.
Another business problem addressed by SIEM is the need for consolidating and reporting on
data to meet compliance drivers. As regulations, best practices, and adopted security standards
continue to increase, organizations find themselves mandated to monitor and report on certain
types of events, such as failed authentications and inappropriate use of system resources. By using
a SIEM platform, organizations can provide evidence of compliance with portions of drivers
including SOX, PCI-DSS, and others.
Enterprise Strategies: Why do these problems exist?
John Linkous: Security issues have always existed within IT, but have increased in scope as
distributed systems have been rapidly adopted. Consider a highly distributed, multi-tiered ERP
system. Dozens of specialized, optimized hosts handle different components of the system -database, presentation tier, authentication, messaging, and business logic -- all of which are
connected together through multiple network devices. Each component can (and does) introduce
potential security issues and attack vectors to the overall system, and there is no easy way to
monitor and alert on systemic issues that can affect underlying business processes.
The primary driver behind the compliance business case for SIEM is simply the increasing
number of mandates that have been issued within the past several years. While the concept of
modern electronic information security goes back to the mid-1970s, security provisions within
laws really started to take a foothold with HIPAA in 1996, and then snowballed after the
coincidental events of 9/11 and the widespread corporate malfeasance of Enron, Tyco and others.
At the same time as mandates such as SOX, GLBA, and PCI-DSS were established, both new and
existing guidance for how to specifically implement these mandates was widely adopted,
including COBIT, ISO17799/27002, and ITIL. Today, the number of new mandates shows no sign
of slowing down, and dealing with a multitude of regulations, best practices, and security
standards is now simply a fact of life within IT.
Enterprise Strategies: What should IT do in the meantime? What best practices do you
recommend?
John Linkous: Until SIEM tools start extending into true security platforms, the best option
for enterprises of all sizes is to adopt multiple point solutions to address these gaps and provide
complete security coverage. Some of the most useful tools that complement SIEM, but don’t
necessarily feed event data into SIEM products, include: enterprise security management (ESM)
tools that can address system configuration and patch management; network performance
management tools that identify ports, protocols, and applications moving across networks; identity
and access management (IDM/IAM); and data loss prevention (DLP) technologies. Of course, no
software (SIEM or otherwise) can substitute for a true security program that addresses security
technologies, as well as human factors such as governance and security awareness.
Enterprise Strategies: What products or services does eIQnetworks offer in the SIEM
market?
John Linkous: eIQnetworks is the developer of the SecureVue enterprise security and
compliance platform. SecureVue is an agentless technology that captures, correlates, and analyzes
event data just like SIEM solutions, but extends this into other types of security information
including asset and configuration data, performance metrics, vulnerability data, and network flow
analysis data.
SecureVue provides a correlation engine, pre-built and fully customizable monitors and alerts,
and drill-down visualizations across all collected security data. An additional component of
SecureVue, Audit Center, provides the ability to map collected security data to specific regulations,
best practices, and standards, including SOX, PCI-DSS, HIPAA, COBIT, and ISO17799/27002.
eIQ also offers a broad range of professional services related to the SecureVue platform,
including implementation architecture and hands-on product implementation, custom compliance
content development, and security and compliance program management consulting.
New Words and Phrases
highlighted adj.突出的
variation [] n.变更, 变化, 变异, 变种, [音]变奏, 变调
whilst [] conj.时时, 同时
virtually [] adv.事实上, 实质上
sophistication [] n.强词夺理, 诡辩, 混合
retrieval [] n.取回, 恢复, 修补，重获，挽救，拯救
accuracy [] n.精确性, 正确度
pasteurized juice巴氏杀菌(果)汁
concord [] n.和谐, 一致, 和睦
disintegrate [] vt.(使)分解, (使)碎裂
horticulture [] n.园艺
intrusion [] n.闯入, 侵扰
Daemon [] [计] Internet中用于邮件收发的后台程序
compliance [] n.依从, 顺从
vectors n.向量,带菌者
mandate [] n.(书面)命令, 训令, 要求, (前国际联盟的)委任托管权vt.委任
统治
Exam Paper 10
Logistics Information System
Name___________________________________
ESSAY. Write your answer in the space provided or on a separate sheet of paper.
1) What are the laws of forecasting and what their implications for logistics, operations, are and
supply chain managers?
2) Describe the mechanics of three qualitative forecasting techniques and compare their strengths
and weaknesses.
3) What is a perfect order and what are five elements that might comprise such a measure?
4) Choose a major manufacturer and a major retailer and describe two types of warehousing each
might use and why they use it.
5) What is the purpose of an ERP system and what advantages does it hold over the more
traditional system it replaces?
6) Describe a supply chain and indicate which information systems address which areas of the
supply chain.
7) Compare any four transportation modes by volume of goods moved in the U.S. and apparent
strengths and weaknesses.
8) What are the functions and relationships between both customer and supplier relationship
management and internal supply chain management?
9) What are the information needs at the four levels (execution and transaction processing, routine
decision making, tactical planning, and strategic decision making) of supply chain activity?
10) Define logistics and explain why it is critical.
Chapter 11 Marketing and Customer Service
Dialogue 21 Customer Service
Derek Williams of the WOW! Awards explains how investing in staff training aimed at
improving customer relationships can make a real difference to your profits.
Q: Is good customer service essential?
A: Some large organisations may be able to exist without it, but they’re often the ones that
receive a lot of criticism. In small businesses, into which owners have usually invested their heart
and soul, good customer service is crucial. Apart from personal pride, many small-business
owner-managers realise their reputation is at stake – and that’s always worth protecting.
Q: Why is good customer service good for my bottom line?
A: Increasingly, most businesses appreciate the relationship between customer service and
customer retention. So not only can having a good reputation for customer service help you to
attract consumers, crucially, it can help you to hang on to them, which costs significantly less than
having to find new ones. If you can exceed a customer’s expectations, you stand a very good
chance of ensuring their loyalty and increasing your sales.
Q: Do most people now expect high levels of customer service?
A: They expect small businesses to offer good levels of customer service, although there is a
realisation that this might not match the customer service heavyweights. Consumers might even be
prepared to pay extra for an improved customer experience which is good for your sales team. A
consumer expects a product or service that’s fit for purpose – and they expect good value for
money. If there’s a fault or problem, it should be corrected. All of us expect to be treated with
respect and courtesy.
Q: Is the customer always right?
A: Yes – the customer’s perception is what counts – that’s reality.
Q: How can I ensure my customer service is up to scratch?
A: Training and preparation is essential, but it won’t prepare you for every situation in a
customer relationship. Things will go wrong with your product or service – you must accept this.
If something goes wrong, learn from it. Find out why. Speak to the customer and see things
through their eyes. And then change the system so that the same problem doesn’t happen again. A
business that is truly customer-focused will put its customers first. The owner-manager’s job is to
support people on the customer-service front line and to make sure the systems in place support
customer service.
Q: Does putting the customer first imply complete capitulation to their whims?
A: Don’t see it as capitulation – see it as a partnership, a relationship. Businesses need to
remember that there is a cost involved when a customer’s problem isn’t resolved. When dealing
with a complaint, think about the lifetime value of the customer before making a snap decision
you’ll regret.
Q: Does good customer care come at a price?
A: Poor customer care certainly comes at a price, that’s for sure. Research shows that poor
customer care is the biggest reason for customers changing supplier. Good customer care might
require investment, usually in training, but the returns can be significant. Most businesses don’t
measure how many customers they lose. If they did, they would be able to calculate the true value
of effective customer care.
Q: How important is customer service training?
A: It’s essential. Investigate any of the world’s most successful businesses and see how much
importance they attach to training, much of which usually concerns customer service and customer
relationships. Not realising the importance of investing in customer service is short-sighted and
fundamentally wrong. Big organisations recognise this.
Q: Please give me some practical customer service tips.
A: Guarantee what you do. Let the customer know you really care about them. Help them to
solve their problems. Accept customer complaints graciously and treat them as opportunities to
improve your performance and increase customer loyalty. Always smile when you greet a
customer – even if that’s over the phone, it will come across. And don’t forget to make eye contact
when dealing with customers face to face. Understand the power of a simple ‘thank you’ to your
customers for such things as increased orders and prompt payment – don’t ever give them any
grounds to believe you take their custom for granted but leave them thinking that you want to
improve your performance.
New Words and Phrases
endow with v.赋予
boost [] v.推进
recipients n.收件人
International Monetary Fund n.国际货币基金会International Monetary fund [简明英汉词典]
国际货币基金组织
virtual [] adj.虚的, 实质的, [物]有效的, 事实上的
monopoly [] n.垄断, 垄断者, 专利权, 专利事业
chestnut [] n.栗子
statistics [] n.统计学, 统计表
comparatively [] adv.比较地, 相当地
repayment [] n.偿还的款项, 报答, 报复
detrimental [] adj.有害的
compensation [] n.补偿, 赔偿
rampant [] adj.猖獗的, 蔓生的, 猛烈的, 狂暴的, 跛拱的
counterfeiting n.伪造
pharmaceuticals [] 医药品
infringement [] n.违反, 侵害
vigorously adv.精神旺盛地
unwary [] adj.不注意的, 粗心的, 不警惕的, 易受骗的
expo [] n.博览会, 展览会Expo [简明英汉词典]n. Expos 世界博览会
excerpt [] n.vt.摘录, 引用
campaign [] n.[军]战役, (政治或商业性)活动, 竞选运动vi.参加活动, 从
事活动, 作战
tailoring [] n.裁缝业, 成衣业
leaflet [] n.小叶, 传单
demographic [] adj.人口统计学的
incentive [] n.动机adj.激励的
venue [] n.犯罪地点, 审判地, 集合地点, 会议地点, 比赛地点, 管辖地
acknowledgement [] n.承认, 确认, 感谢
postage [] n.邮资
booth [] n.货摊, 售货亭, 棚Booth [简明英汉词典][]布斯(姓氏)
commemorative [] adj.纪念的
hang on to v.紧紧握住
capitulation [] n.(有条件的)投降, 投降条约
whim [] n.一时的兴致, 幻想, 反复无常, 怪念头, 奇想
graciously adv.和蔼地, 优雅地
Dialogue 22 Q&A with Andy Sernovitz
Customer service and marketing staffers have a history--at many companies at least--of being
cool to one another. Now that businesses are worried about generating good word of mouth,
however, some business owners are looking for ways to close this gulf. Andy Sernovitz, the
co-founder of the Word of Mouth Marketing Association and author of a new book that bears the
straightforward title Word of Mouth Marketing (Kaplan Business), explained how bosses can
change the behavior within their companies to Inc. editor Mike Hofman.
Q: As an evangelist for word-of-mouth marketing, what are you seeing today that you
didn’t see in 2004 when you started your group?
A: As companies are coming to believe that good word of mouth is critical to their success, I
think you’re seeing a sea change in attitudes about how you treat your customers. Companies are
realizing that you are your customer experience, and no amount of advertising can cover up for
bad service. Conversely, the more you take care of your customers and the more they tell their
friends about that positive experience, the more advertising you get for free.
Q: So what does this mean in practice?
A: Marketing is crossing the line into customer service and vice versa. Companies no longer
think that it makes sense to save $2 to $5 a call by getting cheaper call center help. They are
realizing that the word-of-mouth price you pay for $2 service is too great. So you’re seeing new
math out there.
Q: New math?
A: Companies are tracking customer service and marketing expenses on the same
spreadsheet. If you want to get really creative, you can track the volume of sales you lose to bad
customer service. Here’s what you do: Look at how many customers call or e-mail you more than
once with a customer service problem. Then multiply that by your average sale. Finally multiply
that number by five, on the grounds that if a customer calls you twice, he’s probably annoyed.
Research shows that, on average, angry customers tell five people about a bad experience. So that
final number is the potential sales you are losing due to poor customer service. This kind of
accounting affirms the idea that companies that can increase their customer satisfaction are more
profitable, which means that service reps are at least as important as marketing people to the
health of the organization.
Q: In the past, haven’t customer service reps been treated like second-class citizens by
the marketing world?
A: Yes, but I think this could be the beginning of a great change in the status of customer
care people. Of course, as customer care and marketing people come together and are seen as
being of equal status--well, that’s going to be a painful process at some companies.
Q: Any other changes worth mentioning?
A: I’m also seeing lots of big companies adding word-of-mouth marketing campaigns to their
requests for proposals when they go to advertising agencies. All of these programs are
experimental, but nevertheless it’s a line item now.
New Words and Phrases
timeliness n.合时, 时
similarly [] adv.同样地, 类似于
commitment [] n.委托事项, 许诺, 承担义务
predominate [] vt.掌握, 控制, 支配vi.统治, 成为主流, 支配, 占
优势
complementary [] adj.补充的, 补足的
intellectual [] adj.智力的, 有智力的, 显示智力的n.知识分
子
perception [] n.理解, 感知,感觉DPS公司出的数字影像压缩卡
comprehensive [] adj.全面的, 广泛的, 能充分理解的, 包容
的
attendee [] n.出席者,参加者,在场者
hyper宣传人员
initiative [] n.主动
outreach [] v.到达顶端, 超越
compelling [] adj.强制的, 强迫的, 引人注目的
incentive [] n.动机adj.激励的
premium [] n.额外费用, 奖金, 奖赏, 保险费, (货币兑现的)贴水
gulf [] n.海湾, 深渊, 漩涡, 隔阂vt.吞没, 使深深卷入
vice versa [] adv.反之亦然
spreadsheet n.[计] 电子制表软件, 电子数据表
multiply [] v.繁殖, 乘, 增加
line item 排列项, 项目
Exam Paper 11
Time : 2 hours
Maximum Marks : 50
Note : Attempt both Part A and Part B.
PART A
Answer both the questions.
1. Write short notes on any two of the following (5, 5)
(a) Consumer's place in the modern marketing
(b) Product life cycle
(c) Price discrimination
(d) Intensity of distribution
2. Distinguish between any two of the following (5, 5)
(a) Micro and Macro marketing environments
(b) Product mix and Product line
(c) Quantity discount and Cash discount
(d) Departmental stores and Super-markets
PART B
Answer any three of the following questions.
3. Explain the various marketing coneepts. 10
4. What are the branding strategies available to marketers? Discuss their relative merits and
limitations. 10
5. Describe various geographical pricing strategies adopted by marketers. 10
6. State the tasks of physical distribution system and explain them in detail. 3, 7
7. What is promotion mix? Explain the elements of promotion mix. 4,6
8. What is sales promotion? Describe various tools of sales promotion at consumers' level. 3,7
Chapter 12 Equipments and Packaging
Dialogue 23 Cisco IOS Packaging
Q: What is Cisco IOS Packaging?
A: Cisco IOS® Packaging is an initiative that simplifies the image selection process by
consolidating the number of packages and using consistent package names across platforms.
The first phase of Cisco IOS Packaging is specifically designed for Cisco 1700, Cisco
2600XM, Cisco 2691, the Cisco 3700 Series Access Routers, and the Cisco 1800, 2800, and 3800
Integrated Services Router family. It is available in Cisco IOS Software Major Release 12.3M/T,
with additional enhancements in 12.4 M/T.
Q: What are the objectives of Cisco IOS Packaging?
A:
• Simplification-Simplified software selection process and reduction in feature set confusion
• Consolidation-Streamlined the number of feature sets from as many as forty-four to eight
• Consistency-Consistent naming across platforms and tools
• Improve the perceived value of Cisco IOS Software
Q: What are the key customer benefits of Cisco IOS Packaging?
A:
 Improved Customer Experience Through Simplification–Cisco IOS Packaging simplifies
the customer’s process of determining the most logical packages. The customer can save time
in selecting software by referring to the Feature Inheritance Pyramid, which delineates the
functionality of each new package: A customer who upgrades from one package to a more
premium package continues to have all the features and services from the previous package
plus all the added features in the new package. This takes the uncertainty out of the process.
 Consolidation and Consistency Customers can quickly and easily select the best software
package for their desired functionality and specific platforms.
 Simplification of Upgrades and Migration The deployment of critical functionality is
simplified. If the customer upgrades from one package to another package, the upgrade path
is clearly defined and the customer is assured that they have access to the new desired
functionality as well as all functionality in the package from which they are upgrading.
Q: What are the eight new packages?
A:
 IP Base1, IP Base without Crypto2-Entry level Cisco IOS Software image (Classic IP Data +
trunking and DSL)
 IP Voice , IP Voice without Crypto -Adds VoIP, VoFR to IP Base (Adds Voice to Data)
 SP Services-Adds SSH/SSL, ATM, VoATM, MPLS, etc. to IP Voice (Adds SP Services to
Voice & Data)
 Advanced Security-Adds Cisco IOS FW, IDS/IDP, NAC, SSH/SSL, IPsec VPN, etc. to IP
Base (Add Security/VPN to Data)
 Enterprise Base , Enterprise Base without Crypto -Adds Enterprise Layer 3 routed
protocols (AT, IPX, etc.) and IBM support to IP Base (Add Multiprotocol Services to Data)
 Enterprise Services3, Enterprise Services without Crypto4-Adds full IBM support, Service
Provider Services to Enterprise Base (Merge Enterprise Base & SP Services)
 Advanced IP Services-Adds IPv6, Advanced Security to SP Services (Merge Advanced
Security & SP Services)
 Advanced Enterprise Services-Full Cisco IOS Software (Merge Advanced IP Services &
Enterprise Services)
Q: What is the new naming convention and what do the names mean?
A: The new package names emphasize the inheritance characteristics of the new packaging
framework. They also provide a high-level feature content description of the new packages, which
further simplifies the image selection process.
The following categories summarize the new package naming:
 Base-Entry level package (i.e.: IP Base, Enterprise Base)
 Services-Adds MPLS, IP Telephony Services, VoIP, VoFR, and ATM (i.e.: SP Services or
Enterprise Services)
 Advanced-Adds VPN, Cisco IOS Firewall, Cisco IOS IPsec and Intrusion
Detection/Protection Systems (i.e.: Advanced Security and Advanced IP Services)
 Enterprise-Adds multi-protocols: IBM, IPX, and Appletalk (i.e.: Enterprise Base, Enterprise
Services)
Q: What is the inheritance principle and how does it benefit customers?
A: The new packaging is fundamentally based on an inheritance model. Each comprehensive
package inherits all the features and services available in the package below it
New Words and Phrases
lucrative [] adj.有利的
canny [] adj.谨慎的, 精明的, 节约的
flourish [] vi.繁荣, 茂盛, 活跃, 手舞足蹈, 兴旺, 处于旺盛时期vt.挥动, 夸
耀
n.茂盛, 兴旺, 华饰, 繁荣
cater to v.供应伙食, 迎合
referral [] n.提名, 推举, 被推举的人
adherence [] n.粘着, 忠诚, 坚持
offshoot [] n.分支, 支流
millionaire [] n.百万富翁, 大富豪
elevator [] n.电梯, 升降机, [空]升降舵
shuttle [] n.往返汽车(列车、飞机), 航天飞机, 梭子, 穿梭v.穿梭往返
pneumatic [] adj.装满空气的, 有气胎的, 汽力的, 风力的, 灵魂
的n.气胎
granulate [] v.成为粒状
silo [] n.筒仓, 地窖, [空]竖井, (导弹)发射井
expansion [] n.扩充, 开展, 膨胀, 扩张物, 辽阔, 浩瀚
rushing [] adj.急流的, 旺盛的
luxury [] n.奢侈, 华贵
mundane [] adj.世界的, 世俗的, 平凡的
bottleneck [] n.瓶颈
approval [] n.赞成, 承认, 正式批准
inheritance [] n.遗传, 遗产
pyramid [] n.角锥、棱椎, 金字塔, 叠罗汉 v.(使)成金字塔状, (使)渐增,
(使)上涨
delineate [] v.描绘
merge [] v.合并, 并入, 结合, 吞没, 融合
fundamentally [] adv.基础地, 根本地
comprehensive [] adj.全面的, 广泛的, 能充分理解的, 包容
的
Dialogue 24 Fruits and Vegetables Packaging
Q: Why are fruit and vegetables packaged, when they could be sold loose?
A: Packaging is used to protect the product throughout the process of getting it from the
supplier, through to the Tesco store, and to the customer’s home. It also helps to extend the
shelf-life of the product, meaning that the chances of the food being wasted are reduced.
Food waste creates methane, which is 23 times more damaging to the environment than
carbon dioxide. Also, usually a lot more energy is consumed in making the product than the
packaging that protects it, so by preventing the food product from going to waste, packaging can
be said to play an important role in reducing energy wastage.
Q: Why do you use packaging that cannot be recycled?
A: At present, cardboard, paper, glass, aluminium, steel cans and plastic bottles are the only
packaging materials for which recycling facilities are currently available for the majority of the
UK. A large percentage of our products cannot use these types of packaging due to the levels of
protection that are required (ie food safety regulations). However, these types of packaging, often
plastics, are lightweight materials that are usually very resource efficient when compared to
alternative options, even those that are more likely to be recycled.
We are working closely with our suppliers and the government agency WRAP (Waste &
Resources Action Programme) to look at how we can firstly reduce and consolidate our packaging
(both in terms of the weight and the number of types used), and also to develop technology that
will change non-recyclable materials into recyclable.
Q: Why is the majority of your packaging not compost-friendly?
A: Unfortunately, most of our products cannot use this kind of packaging because the nature
of the product is unsuitable for that specific material type. For example, to reach the required
standards for composting, packaging can’t be water resistant. This means any product that is
sensitive to moisture (eg biscuits) can’t be wrapped in compost-friendly packaging.
There are other issues with compost-friendly packaging:
 Most councils will not accept it in their green waste collections
 The crops used for it could be used for food
 If it ends up in a traditional plastic recycling stream (some look and feel like oil-based plastic)
it contaminates the whole system
 If it is land-filled rather than composted, it releases methane, a greenhouse gas.
The technology is constantly changing for compost-friendly packaging and we’re keeping an
eye on the situation. But at the moment we feel it is not the best environmentally-friendly option
for most of our packaging.
Q: Why don’t Tesco have reusable packaging?
A: There are a number of issues associated with reusable packaging. To maintain the quality
of a pack to allow it to be reused several times, you need to increase the content of the packaging,
making it stronger so it lasts longer. The packaging would then need to be reusing a certain
number of times to maximise its environmental benefit. Unless we can be sure that customers will
actually reuse the packaging, it would create a worse situation for the environment.
There are also many standards of food hygiene to maintain, which makes reusable containers
potentially very problematic. Following the waste hierarchy of Reduce, Reuse, Recycle, and our
focus is currently on reducing the packaging we have.
Q: Why are Tesco using so much plastic when glass (which can be recycled over and
over again, and is not made of oil) is an alternative sustainable option?
A: Glass is made from sand and limestone, which are not scarce resources, so glass may be
considered more sustainable than oil-based plastic. However, producing and recycling glass is
more energy intensive than producing and recycling plastic, and uses considerable oil-based
energy in the process. In some cases, glass may be a more environmentally-friendly packaging
option than plastic, but in others plastic may be better than glass.
New Words and Phrases
arbitrary [] adj.任意的, 武断的, 独裁的, 专断的
tertiary ] adj.第三的, 第三位的, 第三世纪的n.[画]第三色, 第三修道会
会员, [地]第三纪
resin [] n.树脂 vt.涂树脂于
WIKI wiki 是一种提供「共同创作(collaborative)」环境的网站，也就是说，每个人都可
以任意修改网站上的页面数据。(wiki-wiki 是夏威夷语里「快(quick)」的意思。)
placard [] n.布告v.张贴
pictorial [] adj.图示的 n.画报
automated management自动化管理
handicapped [] n.残疾人, 身体有缺陷的人adj.残废的
hierarchy [] n.层次, 层级
recoupment n.赔偿, 扣除
contaminate [] v.污染
disposal [] n.处理, 处置, 布置, 安排, 配置, 支配
incineration [] n.烧成灰, 焚化
sanitary [] adj.(有关)卫生的, (保持)清洁的, 清洁卫生的n.(有关生设备的)
公共厕所
landfill [] n.垃圾掩埋法, 垃圾
leachate [] n.沥出液, 沥出物
litter [] n.垃圾，（供动物睡眠或防冻用的）干草、树叶, (一)窝, 轿, 担架vt.乱
丢, 铺草, 弄乱vi.产仔, 乱丢垃圾
regulatory [] adj.调整的
hinder [] adj.后面的v.阻碍, 打扰
thankfully adv.感谢地, 感激地
vacuum [] n.真空, 空间, 真空吸尘器adj.真空的, 产生真空的, 利用真
空的vt.用真空吸尘器打扫
treacherous [] adj.背叛的, 背信弃义的, 奸诈的, 叛逆的
underpin [] v.加强...的基础, 巩固, 支撑
carbon dioxide n.[化]二氧化碳
composting [] 堆制肥料
moisture [] n.潮湿, 湿气
biscuit [] n.饼干, 小点心
hierarchy [] n.层次 层级
limestone [] n.石灰石
Exam Paper 12
Packaging Science and Technology
1. Write your name and student number on the top of this examination paper and on each
answer booklet that you use.
2. This is CLOSED book examination.
3. Answer all question on the examination paper itself or in the Answer Booklet provided
4. All questions are of equal value
5. Non programmable calculators are allowed
6. Attempt Six questions only.
Question 1: Choose two foods and discuss their chrematistics which are likely to be affected by
the selection of packaging of packaging materials and processes.
Determine what properties you would look for in a plastic package that would provider the
protection necessary to meet the quality retention needs of those foods.
Question 2: Select and describe three food packs which illustrate different converting processes in
their manufacture. Include one process which would be used in the factory of the food processor.
Describe the essential features of each converting process. Why would a food processor do
any package converting?
Question 3: Define, by means of an equation, the water vapor transmission rate (WVTR) of a
packaging film. What are typical units of WVTR?
A film is required to make pouches, 200cm x 10 cm, for a food that can tolerate a water
uptake of no more than 0.4 grams per day. What is the maximum value of the WVTR of films
suitable for this purpose?
Name a plastic that has a low WVTR and one that has a high WVTR when compared with
low density polyethylene.
Question 4: Name five plastics used in the packaging of foods.
Nominate two properties of each plastic which make it a useful packaging material. In which
package types would you expect to find each of these plastics used? Give reasons for your
choices.
Question 5: Many packages consist of multilayer materials. Briefly describe the processes by
which plastics are combined and give two reasons what this is done?
What are two other examples of flexibility packaging materials are combined with plastic
film multilayer structures.
Question 6: Propose steps required to carry out an Accelerated Keeping Quality Test for anew
food products that you have developed.
Account for your theory supporting your proposal.
Question 7: Your Company is presented with a new proposed package for a food product. Briefly
discuss the main factors that should be considered during its evaluation with particular reference
to “tamper evidence” and “labeling” features.
Question 8: You are asked to review the automation of a package line. Outline the factors
justifying the automation.
Briefly comment on the type of information required, including the consideration of a
“standard day of the production” and the factors influencing filling speed.
Question 9: Briefly explain and comment of the relevance to a food manufacturers and consumers
of two of the following issues:
Either “Active Packaging” or “Life Cycle Analysis” or “Edible Packaging”
Appendix I
单据缮制
Appendix II
Abbreviations
3PL: Third Party Logistics 第三方物流
3S: Sell, Source, Ship
4PL: Fourth-party Logistics Providers (non asset based) 第四方物流提供商
AOL American On-Line 美国在线服务公司
AGV: automated guided vehicles 无人搬运车
APS: Advanced Planning and Scheduling供应链优化引擎
ASTM: American Society of Testing Materials 美国材料实验协会 [军] American Society for
Testing Materials 美中试验材料协会
ASRS: Automated Storage and Retrieval Systems 自动优化检索系统
ASN: Advance Ship Notices 船期预告
ASP: Application Service Providers 应用服务提供商
B2B: Business-to-Business企业对企业之间的营销关系
B2C: Business-to-Consumer企业对消费者之间的营销关系
BPO: Business Process Outsourcing 商业过程外包
BSS: Buy, Stock, Sell
CA: Certificate Authority 认证授权
CAP: Common Agricultural Policy 公共农业政策
CAM: Content-Addressable Memory
CDN: Content Delivery Networks
CPG: Consumer Packaged Goods
CEO: Chief Executive Officer 首席执行官
CIF: Cost Insurance and Freight 到岸价格
COD: Cash on Delivery 到货付款
COFC: Containers On Flat Cars 集装箱平板车
COGS: Cost of Goods 成本价格
COM: Commercial Organizations 商业组织
CPFR: Collaborative Planning, Forecasting and Replenishment 协作计划、预测与补充
CPG: Certified Program Generator 认证程序生成器
CPI: Consumer Price Index 消费者物价指数
CPP: Certified Professional Purchaser 认证职业采购师
CPP: Certified Purchasing Professional 认证采购资格证
CPFR: Collaborative Planning, Forecasting and Replenishment
CRM: Customer Relationship Management 客户关系管理
CT: Computed Tomography 计算机X线断层摄影术
CTM: Collaborative Transportation Management 协作运输管理
DPT: Dynamic Packet Transport
DC: Distribution Center 配送中心
DES: Data Encryption Standard 数据加密标准
DMA直接存储器存取
DOT: Department of Transportation 运输部
DVD: Digital Video 数字化视频光盘
eBay and uBid: Two famous Internet Websites on line
Electronic-B/L 电子提货单
EC: Electronic Commerce 电子商务
ECR: Efficient Consumer Response 有效客户响应
EDI: Electronic Data Interchange 电子数据交换
EFTA: European Free Trade Area 欧洲自由贸易区
EOQ: Economic Order Quantity 经济订货量
EOS: Earth Observation Satellite 地球观察卫星
EOS: Electronic Ordering Systems 电子订单系统
EPOS: Electronic Point of Sale 电子售货点
ERP: Enterprise Resource Planning企业资源计划
ETA: Estimated Time of Arrival 估计到达时间
ETR: Electronic Terminal Receipt 电子终端收据
ETT: Evacuated Tube Transportation 真空管道运输
EU: Energy Unit, European Union 欧盟
FGI: Finished Goods Inventory 最终产品库存
FIFO: First-in First-out 先进先出
FLT: Fault-Locating Test 故障定位测试
FMCG: Fast Moving Consumer Good 快速消费食品
FOB: Free on Board 离岸价格
GDP: Gross Domestic Product 国内生产总值
GIS: Geographic Information System 地理信息系统
GMP: Good Manufacturing Practice 良好作业规范
GDP 国内生产总值(gross domestic product)
GPS: Global Position System 全球定位系统
HRO: Human Resources Outsourcing 人力资源外包
ICC: International Coastal Cleanup 国际离岸价格
ICT: Information and Communication Technologies 信息与通信技术
ID: Identification, Identity 身份证、标识符
IDC: A famous research firm in U.S.
IFA: International Franchise Association
ICD: Inland Container Depots 内地集装箱装卸站
ICC: International Coastal Cleanup
IMO: International Maritime Organization 国际海运组织
IPD: International Priority Distribution 国际优先配送
ISO: International Organization for Standardization 标准化国际组织
IT: Information Technology 信息技术
ITB: Invitation to Bid
ITB: Invitation to Bid 投标
ITO: Information Technology Outsourcing 信息技术外包
JIT: Just-in-Time 准时制
KPI: Key Performance Indicators 关键绩效指标
LAN: Local Area Networks 局域网
LASH: Lighter aboard Ship 载驳货船
LCD: Liquid Crystal Display 液晶显示
LTL: Less-than-Truckload
LLP: Lead Logistics Provider
LICT: Logistics Information and communication technology 物流信息与通信技术
LLC: Liquid Level Control, Logic Link Control 液面控制
LSCMS: Logistics and Supply Chain Management Society 物流与供应链管理协会
LSP: Logistics Solution Providers 物流解决方案提供商
MAD: Mean Absolute Deviation 平均绝对偏差
MCS: Marketing Customer Service 市场客户服务
MHE Material Handling Equipment 材料处理设备
MPLS: Multiprotocol Label Switching
MLB: Metallic Link Belt 金属链带
MIS: Multi-purpose Information Control Commercial Network System
MOC: China’s Ministry of Communications 中国信息产业部
MOI: Maximum Out/input 最大输入/输出
MCS: Marketing Customer Service
MRO: Maintenance, Repair & Operations 维护、修理、操作
MRP: Material Requirement Planning 材料需求计划
MAD: Mean Absolute Deviation
MSE: Mean Squared Error 均方的误差
MTO: Multi-modal Transport Operator 多式联合运输经营人
NATO: North Atlantic Treaty Organization 北大西洋公约组织
NITL: National Industrial Transportation League 国家工业运输协会
NVO =Nevada Operations Office 内华达管理局([美]DOE
NVOCC: Non-Vessel Operating Common Carrier 无船承运人
OEL: Office Equipment Limited
OOS: Out of Stock 已脱销
OS: Operation System 操作系统
OSS: Operating Support System 操作支持系统
PC: Personal Computer 个人电脑
PDA: Personal Digital Assistant 个人数字助理
PDA: Personal Digital Assistant, 掌上电脑
PDS: physical distribution service 专门配送服务
PET: Polyethylene Terephthalate 聚对苯二甲酸乙二醇酯
POS: Point of Sale 电子收款机系统
POS: Primary Ordering Systems 初级订单系统
PET: Polyethylene Terephthalate
P&L: Profit and Loss 损益
PPE: Personal Protective Equipment 个人防护设备
PSM: Procurement Services Management 采购服务管理
QA: Quality Assessment 质量评估
QoS: Quality-of-Service
QFD: Quality Function Deployment 质量功能调度
QM: Quality Management 质量管理
QR: Quickly Respond 快速响应
RDC: Regional Distribution Center 地区配送中心
RF: Radio Frequency 射频
RFI: Request for Information 信息需求
RFP: Request for Proposal
RFID: Radio Frequency Identification 射频代码
RISC: Reduced Instruction Set Computer 精简指令集计算机
ROL: Re-order levels 再订购级
ROI: Return on Investment
ROQ: Reorder Quantity) 再订购量
RPI: Inventories for Raw Products 初级产品库存
ROQ: Calculation of Reorder Quantity 订货量计算
SaaS: Software-as-a-Service 软件服务
SAD: Service Action Drawing 维修图
SBO: Sales Based Ordering 销售订单
SCM: Supply chain management 供应链管理
SRM: Supplier Relationship Management
SCN: System Change Number 系统号码
SCO: Santa Cruz Operation SCO Unix系统
SCP: Session Control Protocol 会议控制协议
SCP: Supply Chain Process 供应链过程
SCS: Small Computer System Interface 小型计算机界面
SCT: Subroutine Call Table 子程序调用表
SD: standard deviation 标准偏差
SI: International System of Units 国际系统单元
SI: System Integrator 系统集成
SKU: Stock Keeping Uint 库存量单位，可以是以件、盒、托盘
SLA: Service Level Agreement 服务级协议
SMB: Small- and Medium-sized Manufacturers and Distributors
SPS: Satellite Power System 卫星动力系统
SQL: Structured Query Language 结构化查询语言
SOP: Standard Operating Procedure 标准操作程序
TEU: Twenty-foot Equivalent Unit 二十尺标准集装箱柜
TCO: Total Cost of Ownership
THC: Terminal Handling Charge 终端处理费用
TMS: Transportation Management System 运输管理系统
TOFC: Trailers on Flat Cars 平板拖车
UCC: Union Carbide Corporation 合成碳公司
UNIX: The most common operating system for running SCM software
VMI: Vender Managed Inventory 供应商管理库房
VMT: Vehicle Miles Traveled机动车运行计划
WLAN: Wireless Local Area Network 无线局域网
WIP: Work in Process 在制品
WMS: Warehouse Management Systems 仓库管理系统
WTO: World Tourism Organization 世界贸易组织
Appendix III Reference
[1] 王艳, 李人晴, 黄强新著. 物流英语[M]. 北京：清华大学出版社, 2008
[2] 白世贞. 物流专业英语[M]. 北京：中国物资出版社, 2006
[3] 程世平. 物流专业英语[M]. 北京：机械工业出版社, 2003
[4] 景平, 姚薇. 物流英语[M]. 上海：上海财经大学出版社, 2004
[5] 白世贞, 孙璐, 陈宇. 物流英语[M]. 北京：对外经济贸易大学出版社, 2008
[6] 王雅璨. 物流英语[M]. 北京：机械工业出版社, 2008
[7] 马丁-克里斯托弗. 物流与供应链管理：降低成本与改善服务的战略[M]. 北京：电子工
业出版社, 2003
[8] 孙海涛, 谢莉编著. 电子商务物流[M]. 北京：立信会计出版社, 2006.9
[9] Jar Heizer, Barry Render. Operation Management[M]. 北京：北京清华大学出版社, 2001
[10] Benjamin S Blanchard. Logistics Engineering and Management (4th Edition) [M]. New
Jersey: Prentice Hall, 1992
[11] James C. Johnson, Donald F. Wood. Contemporary Logistics(4th Edition) [M]. New York:
Macmillan Publishing Company, 1990
[12] Donald Waters. Global Logistics and Distribution Planning [M]. Boca Raton: CRC
Press,1999
[13] Igor H. Ansoff. The New Corporate Strategy [M]. New York: John Wiley & Sons, 1998
[14] B. Joseph Pine. Mass Customization: The new Frontier in Business Competition [M]. Boston:
Harvard Business School Press, 1993:14-15
[15] John L. Gattorna. Strategic Supply Chain Alignment [M]. Cornwall: MPG Books Ltd, 1998
[16] Frank H. Mossman, Paul Bankit, and Omar K. Hfeltrich, Logistics Systems Analysis,
reviewed [M].Washington D.C.: University Press of America, 1979
[17] V. Daniel Hunt. Reengineering: Leveraging the Integrated Product Development[M]
Gloucester: Oliver Wight Publication, Inc.1992
[18] Martin Christopher. Logistics & Supply Chain Management: creating value-adding networks
(3rd Edition) [M]. New Jersey: FT Press, February 2005
[19] David H. Taylor. Global Cases in Logistics and Supply Chain Management [M]. Hampshire:
International Thomson Publishing Services, March 1997
[20] Donald J. Bowersox, David J. Closs, M.Bixby Cooper. Supply Chain Logistics Management
(2Rev Ed edition) [M]. New York: McGraw Hill Higher Education, February 2006
[21] Ronald H. Ballou. Business Logistics/Supply Chain Management and Logware CD Package
(5th Edition) [M]. New Jersey: Prentice Hall, September 2003
[22] Crainic T. M. Dynamic Stochastic Models for the Allocation of Empty Containers [J]. Journal
of the Operational Research Society, 1993, Res: 41: 102-126
[23] Feo T. J. The Intermodal Trailer Assignment Problem [J]. Trans. Sci., 1995, 29: 330-341
[24] Herren H. The Distribution of Empty Wagons by Means of Computer: An Analytical Model
for the Swiss Federal Railways (SSB) [J]. Rail International, 1973, 4(1):1005-1010
[25] Herren H. Computer Controlled Empty Wagons Distribution on the SSB [J].Rail International,
1997, 8(1):25-32
[26] Jorbon M. Empty Freight Car Distribution at Swedish Railways- analysis and Optimization
Modeling: [Ph.D. thesis] [D]. Sweden: Department of Mathematics. Linkoping University, March
1995
[27] UPS On-line E-Commerce Tools, http://www.ec.ups.com
[28] FedEx API, http://www.fedex.com
[29] Kumar Bhaskaran, Jen-Yao Chung, Terry Heath, Santhosh Kumaran, Raja Das and Prabir
Nandi. An e-business Integration & Collaboration Platform for B2B e-Commerce IEEE
Conference, 2001.
[30] Shipping Automation: Clippership, Kewill, http://www.kewill.com