外文翻譯---準(zhǔn)時(shí)制庫(kù)存控制：物流管理的集合-展示頁(yè)
2025-05-27 10:34本頁(yè)面
【正文】 nds leads to improved customer service, defined as the interrelated package of activities provided by a supplier, which creates time and place utility for a buyer and ensures form utility . More recently, there has been a study of profit as a function of customer service. But, as mentioned above, physical distribution service has been a neglected aspect of marketing management. LaLonde and Zinszer included the following activities among those inventory factors most monly associated with customer service: product stock out level, channel munications, order cycle time, and variability of delivery time. The review of earlier research suggests improved physical distribution operations should lead to better customer service and profit may be increased by the manipulation of customer service variables. This, in turn, implies the JustInTime technique of inventory control is a method which should lead to better performance by marketing channels. It is generally acknowledged certain socalled wholesaling functions must be performed, whether by the manufacturer, wholesaler, or retailer. However, while the various functions must be performed, more efficient techniques can lead to lower costs with resultant profit progress. To initiate the flow of goods through channels, information is needed about the organization system, its munication system, and its purchasing and inventory policies. In an example detailed by Forrester, one notes that when a 10% increase in sales occurred in January, the increase in distributors39。 problems of physical distribution are too often brushed aside as matters of little importance. One logical explanation for the late development of physical distribution management can be attributed to the fact that prior to the emergence of puters from their infancy, and before applied analytical tools were generally at the disposal of business, there was no reason to believe an overall attack on physical distribution activities could acplish improved performance. In 1956, a review of the economics of air freight utilization provided a new orientation to physical distribution costing. Their study introduced the concept of total cost analysis, explaining that high rates required for air transportation could, in many instances, be more than justified by tradeoffs in reduced inventory holding and warehouse operation costs. Early articles referring to physical distribution were largely based on the systems approach to problem solving. When evaluated from a systems viewpoint, integrated physical distribution requires promises between traditional business activities. Manufacturing managers prefer long production runs and low procurement costs, while physical distribution managers question the total cost results of these practices. Finance, traditionally favorable to low inventories, may force physical distribution managers to modify ponents, with a resulting unsatisfactory total cost arrangement. Concerning marketing, preferences for finished goods and broad assortments in forward markets often conflict with economies offered through a total system evaluation. In 1969, Bowersox questioned what techniques or persuasive forces could be applied to encourage greater channel efficiency. He stated the channel appears to have been one of the most elusive of marketing subjects, adding that the function of physical distribution extends far into channel domains. Certainly, this would include the topic of service, including inventory control and the costs involved in
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