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1、本科毕业论文（设计）外 文 翻 译原文：原文：Just-In-Time Inventory Control: A Subset of ChannelPhysical distribution, one of the oldest facets of distribution channels, has historically been one of the most neglected of business topics. However, during the past three decades a flurry of attention has been focused upon t
2、he concept of integrated logistics. Two terms commonly used to describe logistic functions are “material management,“ the movement of inbound raw materials or goods; and “physical distribution management,“ the outbound movement of finished inventory and/or raw material assortments so they arrive at
3、the designated place when needed.Physical distribution has also been defined as being the broad range of activities concerned with efficient movement of finished products from the end of the production line to the consumer, and in some cases, includes the movement of raw materials from the source of
4、 supply to the beginning of the production line. Another emphasis is to regard logistics as the umbrella term, with materials management referring to inbound movement and physical distribution as outbound movement.Channel management is a much broader and more comprehensive element of distribution st
5、rategy than physical distribution, and involves planning and management of all of the major channel flows, while physical distribution is concerned largely with the product flow. However, an efficient marketing channel cannot exist without an efficient physical distribution system.The objective of t
6、he present paper is to highlight a development in what might be considered a significant subset of channel management, that is, more efficient control of finished inventory. It is proposed that a “Just-In- Time“ (J-I-T), or Kanban, method of Japanese inventory management can improve productivity of
7、the marketing channel.The concept of integrated physical distribution emerged during the 1950s. In a speech, Professor Paul D, Converse said in the study of marketing theory, a great deal more attention is devoted to buying and selling than to physical handling; problems of physical distribution are
8、 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 computers from their infancy, and before applied analytical tools were generally at the disposal
9、 of business, there was no reason to believe an overall attack on physical distribution activities could accomplish 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 to
10、tal cost analysis, explaining that high rates required for air transportation could, in many instances, be more than justified by trade-offs in reduced inventory holding and ware-house operation costs.Early articles referring to physical distribution were largely based on the systems approach to pro
11、blem solving. When evaluated from a systems viewpoint, integrated physical distribution requires compromises between traditional business activities. Manufacturing managers prefer long production runs and low procurement costs, while physical distribution managers question the total cost results of
12、these practices. Finance, traditionally favorable to low inventories, may force physical distribution managers to modify components, with a resulting unsatisfactory total cost arrangement. Concerning marketing, preferences for finished goods and broad assortments in forward markets often conflict wi
13、th 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 ph
14、ysical distribution extends far into channel domains. Certainly, this would include the topic of service, including inventory control and the costs involved in maintaining an adequate inventory. Just-In-Time, or the Kanban technique, an idea borrowed from the Japanese, is an inventory policy which r
15、equires needed parts be available at the necessary time and that they be on hand the minimum needed time to operate the production line. JIT inventory has also been described as the production of goods just in time to be sold. As the Just-In-Time philosophy is considered, it seems essential it be re
16、garded as a behavioral concept to encourage a cooperative spirit among channel members in their efforts to develop an effective and efficient physical distribution system. This is similar to the current emphasis of the physical distribution approach; namely, the various activities involved should be
