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players, the operation of beer market becomes informative in electronic format.
Vertical Marketing System is adopted to solve the structural problems of distribution channels
-In order to minimize the difference on resources allocation and goal achievement between beer enterprises and their distributors, in addition to enhance cooperation among members of different levels of channels, beer enterprises are suggested to adopt vertical marketing system for their product distribution especially CQ Beer.
-Through contracts, the beer enterprises are to control and solve the conflicts of interests among wholesalers, retailers and beer enterprises within the channel and form a single system of centralized management.
-Beer enterprises should clarify the roles, duties and benefits with their channel players by business contracts.
-Besides, beer enterprises have differentiated their distribution channels in accordance with target markets of different variety of beer products before they decide the ways of product distribution. Nowadays, distributors are responsible
for account payable and freight forwarding, while beer enterprises are responsible for their product promotion.
1.What factors should be taken into consideration if a Chinese beer enterprise is to find proper channels for distribution of its products?
2.What are the categories of Chinese distribution channels?
3.What problems with different structures of channels may come up with?
4.What are the variations on structures of distribution channels?
5.How is Vertical Marketing System adopted to solve the structural problems of distribution channels?
II. Watch the video and do exercises.
1. While watching the video, answer the following questions. Words to remember:
durable products – товар длительного пользования to embark – предпринимать
global sourcing – глобальный поиск источников поставок
immunize – иммунизировать, делать невосприимчивым к чему-либо procurement – материально-техническое снабжение
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sizable – солидный
slowdown – снижение темпа развития
1.Why can managing an efficient global sourcing network be a serious challenge?
2.How can a company maintain a relatively low product cost?
3.What kind of challenges can you face if you have a long supply chain?
4.What questions should the Board of any company ask themselves when they decide to embark on direct sourcing?
2.While watching the video, answer the following questions. Words to remember:
acquisition cost – стоимость при закупке; удельные затраты на материальные ресурсы
cripple – разрушать
to deploy – развёртывать, задействовать detrimental effect – негативное влияние
ERP (Enterprise Resource Planning) – планирование и управление предприятием на уровне производственных процессов
remote – удалённый
stringent – строгий, обязательный
1.How many challenges in today’s global sourcing world were mentioned?
2.What should supply chain executives analyze to deploy an agile supply chain?
3.What do often cripple a company’s confidence in sourcing from remote countries?
4.What should be a continuous task to procurement managers?
5.What do buying companies often overlook?
6.Why are companies concerned with heavily IT driven supply chain planning and execution?
7.What are the 2 ways of coordination along the supply chain?
8.What is vitally important to company’s success at a global scale?
9.What are companies often overwhelmed by?
10.What will help the company to contain and improve the total cost of supply chain?
3. Summarize the information represented in the video “Global Economy”.
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Unit 5. Warehouse management
Words to remember: aisle – проход
ASN (advance shipping notice) – предварительное уведомление о доставке груза
AS/RS (automated storage and retrieval system) – автоматизированная система хранения и поиска
back-check – контрольная проверка
back traceability – отслеживаемость партии bar-coding – штриховое кодирование
bespoke software – сделанное по заказу программное обеспечение block stracking – штабелирование
car chassis – автомобильные шасси
“closed-loop” situation – ситуация «с обратной связью» consumables – расходные материалы
data capture and communications system – система по сбору данных deterioration – ухудшение
double deep – двойной глубокий паллетный стиллаж to emit – излучать
ERP (enterprise resource planning) – планирование ресурсов предприятия handling equipment – погрузочно-разгрузочное оборудование
handling system – система обработки hazard – опасность
interrogation – опрос
ISO container (intermodal container) – крупнотоннажный (грузовой)
контейнер
FIFO (first-in first –out) – («первым пришёл – первым ушёл») способ организации и манипулирования данными относительно времени и приоритетов. Это выражение описывает принцип технической обработки очереди или обслуживания конфликтных требований путём упорядочения процесса по принципу: «первым пришёл – первым обслужен»
fixed trigger point – фиксированная триггерная зона fork-lift truck – грузоподъёмник
kitting - загрузка в контейнер с ячейками
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lead time – время выполнения
maintenance – (техническое) обслуживание
middleware – промежуточное программное обеспечение to mount – монтировать, устанавливать
Optical character recognition – оптическое распознавание символов outstanding back orders – заказ, невыполненный в течение долгого периода времени
overtime payment – оплата сверхурочной работы pallet – поддон
perpetual inventory – непрерывная инвентаризация
pick and pack system – система управления складом, которая может легко определить местоположение конкретного товара на складе и позволяет сборщикам быстро собрать предметы, необходимые для заполнения поручения.
racking – стеллаж
radio data communication – радиопередача данных
Radio frequency identification – радиочастотная идентификация remote radio data terminal – отдалённый радиотерминал данных replenishment – повторное наполнение
roll-cage pallet – поддон трубчатого каркаса безопасности robust – жёсткий, прочный
scuffing – протирка shelf-life – срок годности
SKU (stock keeping unit) – единица учёта запасов slotting – слоттинг – распределение товара по ячейкам sortation – сортировка
stacker crane – кран-штабелёр symbology – символическое обозначение tote bin – стеллаж тотализатора
to track – отслеживать workload – рабочая нагрузка
I. Read the text and do exercises.
The management of a large distribution centre is a complex task. There may be thousands of orders received in a day, across a range of thousands of SKUs, and all
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requiring consolidation by individual order, packing and dispatch in possibly hundreds of vehicles. The planning of such an operation needs to be undertaken at a number of levels. For example, in the long and medium term, capacity planning must be undertaken to ensure that growth can be accommodated and that seasonal peaks can be met at the required service levels. In the short term, detailed workload planning is required to ensure that the appropriate levels of equipment and staff are available, and that these are correctly balanced between the different warehouse zones.
For ongoing operations, continuous process improvement is necessary, and methods such as Six Sigma and staff forums are becoming the norm in many warehouses. The continuous measurement of performance is obviously essential to monitor process improvement. Warehouses need to operate within tight service and cost standards, and failure to meet these standards can mean the difference between a successful and unsuccessful business, particularly as warehouses are often the last link in the chain before delivery to the customer.
Clearly the performance indicators appropriate to a particular warehouse will be specific to that operation, but typical measures will include those detailed in the following sections.
Service levels measures can include:
•percentage of orders completed on time;
•percentage completeness of order fill;
•accuracy of order fill;
•stock availability in the warehouse;
•order lead time;
•the number of outstanding back orders;
•damaged stock;
•returns and customer complaints.
Note that some of these may be joint measures involving functions outside of the warehouse. It is also quite common to combine some of these measures. For example, one common measure is 'on time in full' (OTIF), whereby an order is only considered successful if all the order lines are satisfied and if the order is delivered on time to the customer.
Cost-effectiveness includes monitoring the costs of:
• staff, including overtime and other special payments;