【正文】 retailer39。附件2 外文原文1 What is Reverse Logistics?Logistics is defined by The Council of Logistics Management as: The process of planning, implementing, and controlling the efficient, cost effective flow of raw materials, inprocess inventory, finished goods and related information from the point of origin to the point of consumption for the purpose of conforming to customer requirements. Reverse logistics includes all of the activities that are mentioned in the definition above. The difference is that reverse logistics enpasses all of these activities as they operate in reverse.Therefore, reverse logistics is: The process of planning, implementing, and controlling the efficient, cost effective flow of raw materials, inprocess inventory, finished goods and related information from the point of consumption to the point of origin for the purpose of recapturing value or proper disposal. More precisely, reverse logistics is the process of moving goods from their typical final destination for the purpose of capturing value, or proper disposal. Remanufacturing and refurbishing activities also may be included in the definition of reverse logistics.Reverse logistics is more than reusing containers and recycling packaging materials. Redesigning packaging to use less material, or reducing the energy and pollution from transportation are important activities, but they might be secondary to the real importance of overall reverse logistics.Importance of Reverse LogisticsIf no goods or materials are being sent backward, the activity probably is not a reverse logistics activity. Reverse logistics also includes processing returned merchandise due to damage, seasonal inventory, restock, salvage, recalls, and excess inventory. It also includes recycling programs, hazardous material programs, obsolete equipment disposition, and asset recovery.Software IndustryIn the software industry, distributors are attempting to cut down retailer returns by implementing justintime delivery. However, retailers generally overestimate demand because there is not much incentive for them to forecast carefully. Software manufacturers want the product on the retailer shelves, and often agree to stuff the channel. The cost of a box of software is low pared to the price. In one extreme example, a software manufacturer contracted with a third party to destroy 50 million copies of one software product. While this particular manufacturer would have preferred to not produce an excess of 50 million, the pany believes that it is better to guess higher than lower. Because of these kinds of practices, return rates in the software industry recently hovered around 20 percent.Additionally, releasing more software titles forces returns, because the product life cycles of those titles are contracting. Because their risk is low, some retailers will accept software purchased elsewhere. Other retailers, such as Sears, are trying to reduce returns and improve inventory turnover by reexamining channel relationships. Some of these retailers have begun setting up 30day return policies.Retail IndustryThe retail industry, under great petitive pressure, has used return policies as a petitive weapon. The greater the pressure, the more innovative the solutions. Within the retail industry, it appears that necessity, indeed, is the mother of invention.Grocery retailers were the first to begin to focus serious attention on the problem of returns and to develop reverse logistics innovations. Their profit margins are so slim that good return management is critical. Grocery retailers first developed innovations such as reclamation centers. Reclamation centers, in turn, led to the establishment of centralized return centers. Centralizing returns has led to significant benefits for most firms that have implemented them.Over the last several years, retailers have consolidated. Now more than ever, large retail chains are the rule. These large retailers have more power in the supply chain than retailers did a few years ago. In general, the large retailers are much more powerful than the manufacturers. Few manufacturers can dictate policy to large retailers such as WalMart or Kmart. If a manufacturer will not accept returns, it is unlikely that the large retailer will accept those terms easily. In some exceptional cases, retailers will make allowances for a manufacturer39。(2)更好的利用固定資產(chǎn)。物流公司也會(huì)利用先進(jìn)的系統(tǒng),然而,他們購(gòu)買(mǎi)的成本可能分散在幾個(gè)客戶(hù)。這樣的單位,除了形式的勞動(dòng)力成本,吸收大量的支出與購(gòu)買(mǎi)軟件。物流公司顯示出更高的靈活性方面的倉(cāng)儲(chǔ)設(shè)施和艦隊(duì)。這種傾向源于人們普遍認(rèn)為的實(shí)際融資成本與固定資產(chǎn)的投資是有時(shí)遠(yuǎn)遠(yuǎn)高于投資產(chǎn)生的成本。商品流通的物理實(shí)現(xiàn)之間銷(xiāo)售點(diǎn)的艦隊(duì)通常屬于公司自身和不專(zhuān)業(yè)的服務(wù)提供商。他們主要用于維護(hù)配電系統(tǒng)。金融資源發(fā)布于這樣一種方式增加其流動(dòng)資產(chǎn)。個(gè)體之間的定居點(diǎn)供應(yīng)商轉(zhuǎn)移到一個(gè)物流公司。這樣的決定可能會(huì)影響流和財(cái)務(wù)業(yè)績(jī)。反向鏈的優(yōu)點(diǎn)外包降低成本與物流是有充分理由的情況下它會(huì)導(dǎo)致利潤(rùn)的增長(zhǎng)。改善供應(yīng)鏈的清晰。這是基本由于以下好處源于合作:可能綜合信息。這些公司仍然相信客戶(hù)的滿(mǎn)足和確保返回的產(chǎn)品的可能性(根據(jù)客戶(hù)不匹配他們的需求)是至關(guān)重要的。逆向物流的引發(fā)可能是一個(gè)戰(zhàn)略性的響應(yīng)情況,在競(jìng)爭(zhēng)激烈的環(huán)境中生長(zhǎng)。有許多方法來(lái)建立人際關(guān)系,這使得它很難客戶(hù)和這把客戶(hù)的風(fēng)險(xiǎn)失去的好處,以防他們改變供應(yīng)商。策略包括逆向物流的可能性大大影響公司的成本。逆向物流戰(zhàn)略的主要作用是使用戶(hù)的傳統(tǒng)的通道——如零售商和批發(fā)商,采取減少風(fēng)險(xiǎn)的機(jī)會(huì)購(gòu)買(mǎi)產(chǎn)品，可能不完全。該產(chǎn)品也可能達(dá)到它的最后階段的最后階段的生命或常規(guī)銷(xiāo)售季節(jié)。如果產(chǎn)品已經(jīng)達(dá)到最后階段的可用性,客戶(hù)可以,在某些情況下,返回產(chǎn)品制造商和生產(chǎn)商可能使用它在一個(gè)適當(dāng)?shù)姆绞交蚧謴?fù)材料。這可能源于客戶(hù)的知識(shí)的缺乏在使用一個(gè)特定的產(chǎn)品。如果一個(gè)產(chǎn)品可以逆向物流流從客戶(hù),這可能是一個(gè)損壞的產(chǎn)品。這些活動(dòng)可以執(zhí)行下面的方法:商品、材料、產(chǎn)品或包在反向流返回從最終用戶(hù)或其他用戶(hù)在分銷(xiāo)渠道如零售商或配送中心。如果產(chǎn)品無(wú)法修復(fù)由于其糟糕的條件或環(huán)境法律不允許這樣做，公司可以嘗試使用這個(gè)產(chǎn)品在盡可能低的生產(chǎn)成本。如果公司不執(zhí)行這些活動(dòng)在它的位置,中介公司,公司經(jīng)營(yíng)合同的基礎(chǔ)上或通過(guò)外包,可以參與這個(gè)過(guò)程或產(chǎn)品可能會(huì)立即出售公司,恢復(fù)或流程更新產(chǎn)品。如果產(chǎn)品不是出售的全部?jī)r(jià)值,它傳遞給維修服務(wù)公司,經(jīng)過(guò)適當(dāng)?shù)木S修及改進(jìn)將出口該產(chǎn)品的市場(chǎng)。如果有可能返回一個(gè)產(chǎn)品供應(yīng)商的全部費(fèi)用報(bào)銷(xiāo),該公司可能會(huì)選擇這個(gè)選項(xiàng)作為第一。典型的逆向物流活動(dòng)過(guò)程包括該公司使用收集破舊,損壞,不必要的或者過(guò)時(shí)的產(chǎn)品和流程的包裝或發(fā)送材料從最終用戶(hù)制造商。供應(yīng)鏈之間的競(jìng)爭(zhēng)已經(jīng)變得如此強(qiáng)大,有必要尋找新的方案,支持以獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。另一方面,盡管一些威脅使用外包、正確操作的公司(尤其是那些操作在全球市場(chǎng))不使用物流服務(wù)實(shí)際上是不可能的。另一方面,事實(shí)上,物流服務(wù)提供商實(shí)際上只有一個(gè)中介,他不一定使自己與公司的目標(biāo),可能導(dǎo)致他們不打算滿(mǎn)足顧客的需求。可能出現(xiàn)的擔(dān)憂如果雇傭外部服務(wù)提供者,尤其是與他們密切合作,不會(huì)導(dǎo)致失去控制的過(guò)程,這是非常重要的,因?yàn)檫@些企業(yè)提供外包服務(wù)的內(nèi)部供應(yīng)商—客戶(hù)接口。本質(zhì)的定義的物流活動(dòng)變得越來(lái)越困難,主要是由于這樣的事實(shí)褪色的公司之間的邊界。這個(gè)過(guò)程發(fā)生在當(dāng)代經(jīng)濟(jì)表明進(jìn)化,導(dǎo)致的狀況在傳統(tǒng)部門(mén)分離生產(chǎn)、貿(mào)易和服務(wù)公司正在慢慢消失。它應(yīng)該被認(rèn)為是如果公司能夠以他們的物流鏈,這樣所有的物流活動(dòng)和過(guò)程與他們進(jìn)行協(xié)調(diào),使形成一種有效結(jié)構(gòu)適應(yīng)需求,以便實(shí)現(xiàn)預(yù)定義的目標(biāo)管理后勤組織是可能的,即尋找正確和確保他們cust omers提供貨物的可用性。這個(gè)公司決定分包合同物流之外的活動(dòng)更關(guān)注協(xié)調(diào)操作范圍內(nèi)的合作與服務(wù)提供者,他們可以將他們的物流系統(tǒng),它的功能更有效地在鏈。?精確計(jì)算的必要性,在成本方面年代,尤其是在降低成本方面,。反對(duì)的理由實(shí)施外包包括:?的概率被依賴(lài)的服務(wù)提供者。?降低成本是可以通過(guò)選擇在市場(chǎng)上最具競(jìng)爭(zhēng)力的報(bào)價(jià),這使更靈活的使用的所有資源。因此,一個(gè)公司作出決定外包應(yīng)該考慮參數(shù)分別