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5.1 International Supply Chain 5.1 國(guó)際供應(yīng)鏈The latest in systems coordination involves the supply chain.在最新的系統(tǒng)協(xié)調(diào) 涉及 到供應(yīng)鏈。The supply chain consists of all the organization that move goods（貨物流通） and services from the source of raw materials to the final customer. 包括所有的組織，將貨物從原料來(lái)源到最終客戶服務(wù)。The supply chain is longer than a channel of distribution because it includes suppliers to manufacturers, whereas the channel of distribution begins with manufacturers. 供應(yīng)鏈?zhǔn)且粋€(gè)比較長(zhǎng)的分銷渠道，因?yàn)樗ü?yīng)商、 制造商 ，然而渠道銷售始于制造商。Channels of distribution are part of the overall supply chain. 分銷渠道是整個(gè)供應(yīng)鏈的一部分。Included in the supply chain, therefore, are farmers, miners, suppliers of all kinds (e. g. parts, equipment , supplies), manufacturers, wholesalers, and retailers. 在供應(yīng)鏈包括，因此，是農(nóng)民，礦工，各類供應(yīng)商（如零件，設(shè)備，物資），制造商，批發(fā)商和零售商。Many companies have developed software that makes it possible to coordinate the movement of goods and information so that consumer wants can be translated into products with the least amount of materials, inventory, and time.許多公司已經(jīng)開發(fā)的軟件，使協(xié)調(diào)貨物和信息的運(yùn)動(dòng)，讓消費(fèi)者的需求轉(zhuǎn)變成產(chǎn)品用最少的材料、 庫(kù)存 和時(shí)間。The flows among firms are almost seamless.企業(yè)間的流動(dòng)幾乎天衣無(wú)縫。Naturally, the systems are quite complex and quite expensive, but they pay for themselves in the long run because of inventory savings, customer service improvement and responsiveness to market changes.當(dāng)然，這些系統(tǒng)相當(dāng)復(fù)雜，相當(dāng)昂貴，但他們?yōu)樽约褐Ц兜膬?chǔ)蓄，因?yàn)閹?kù)存，客戶服務(wù)的改善和市場(chǎng)變化的反應(yīng)能力長(zhǎng)期運(yùn)行。5. 1. 1 A Definition of International Logistics一個(gè)國(guó)際物流的定義For the international firm, customer locations and sourcing （得到供貨）opportunities are widely dispersed. 對(duì)于國(guó)際公司，客戶地點(diǎn)和采購(gòu)的機(jī)會(huì)都很 分散 。The firm can attain a strategically advantageous position only if it is able to successfully manage complex international networks, consisting of its vendors, suppliers, other third parties and its customers.該公司能夠達(dá)到 一個(gè)戰(zhàn)略優(yōu)勢(shì)地位 只有它能夠成功地管理復(fù)雜的國(guó)際網(wǎng)絡(luò)，其組成供應(yīng)商，供應(yīng)商和其他第三方和客戶。Neglect of linkages within and outside of the firm brings not only higher costs but also the risk of eventual non-competitiveness, due to diminished market share, more expensive national logistics and supply-chain supplies, or lower profits. 忽視內(nèi)部和外部聯(lián)系的公司帶來(lái)的不僅僅是更高的成本，也是 最終 無(wú)競(jìng)爭(zhēng)力的風(fēng)險(xiǎn)，由于市場(chǎng)份額的減少，更昂貴的國(guó)家物流與供應(yīng)鏈用品，或更低的利潤(rùn)。Effective inter management can produce higher earnings and greater corporate efficiency, which are the cornerstones to corporate competitiveness有效的國(guó)際管理可以產(chǎn)生更高的收益和提高企業(yè)效率，這是對(duì)企業(yè)競(jìng)爭(zhēng)力的基石This chapter will focus on international logistics and supply-chain management. 本章將重點(diǎn)放在國(guó)際物流和供應(yīng)鏈管理。Primary areas of concentration will be the linkages between the firm, its suppliers, and its customers, as well as transportation, inventory, packaging, and storage issues. 集中主要領(lǐng)域?qū)⑹枪局g，供應(yīng)商，其客戶，以及運(yùn)輸，庫(kù)存，包裝和儲(chǔ)存問(wèn)題之間的聯(lián)系。The logistics management problems and opportunities that are peculiar to international business will also be highlighted.物流管理的問(wèn)題和機(jī)遇是特有的國(guó)際業(yè)務(wù)也將得到強(qiáng)調(diào)。 International logistics is design and management of a system that controls the flow of materials into, through, and out of the international corporation（跨國(guó)公司）. 國(guó)際物流是設(shè)計(jì)和控制系統(tǒng)，物料進(jìn)入，流過(guò)，出了國(guó)際公司。It encompasses the total movement concept by covering the entire range of operations concerned with goods movement, including therefore both exports and imports simultaneously.它包括通過(guò)覆蓋了與貨物流動(dòng)有關(guān)行動(dòng)的整個(gè)范圍，包括出口和進(jìn)口，因此同時(shí) 整體運(yùn)動(dòng) 的概念。By taking a systems approach, the firm explicitly recognizes the linkages among the traditionally separate logistics components within and outside of corporation.通過(guò)采取系統(tǒng)方法，該公司明確承認(rèn)之間的內(nèi)部和外部的獨(dú)立物流公司的傳統(tǒng)組成部分之間的聯(lián)系。 By incorporating the interaction with（與，，，互相作用） outside organizations and individuals such as suppliers and customers, the firm is enabled to build on jointness of purpose by all partners in the areas of performance, quality and timing. 通過(guò)合并與外部組織以及諸如供應(yīng)商和客戶的 個(gè)人 互動(dòng)，該公司已啟用的目的就在建立聯(lián)合作戰(zhàn)的性能，質(zhì)量和時(shí)間方面的所有合作伙伴。As a result of implementing these systems considerations successfully, the firm can develop just-in-time (JIT) delivery for lower inventory cost, electronic data interchange (EDT) for more efficient order processing, and early supplier involvement (ESI) for better planning of goods development and movement.由于成功地實(shí)施這些系統(tǒng)的考慮結(jié)果，該公司可以開發(fā)剛剛及時(shí)（JIT）的低庫(kù)存成本，電子數(shù)據(jù)交換更高效的訂單處理（EDI），以及更好的供應(yīng)商早期參與計(jì)劃（ESI）的交付商品的發(fā)展和運(yùn)動(dòng)。In addition, the use of such a systems approach allows a firm to concentrate on its core competencies and to form outsourcing alliances with other companies. 此外，這種系統(tǒng)方法的使用允許一個(gè)公司專注于其核心競(jìng)爭(zhēng)力， 形成 與其他公司外包聯(lián)盟。For example, a firm can choose to focus on manufacturing and leave all aspects of order filling and delivery to an outside provider.例如，一家公司可以選擇專注于生產(chǎn)和灌裝離開秩序和交付的所有方面，外部供應(yīng)商。 By working closely with customers such as retailers, firms can also develop efficient customer response (ECR) systems, which can track sales activity on the retail level.通過(guò)與客戶密切合作，如零售商，企業(yè)也可以開發(fā)高效的客戶響應(yīng)（ECR）系統(tǒng)，可以跟蹤在零售層面銷售活動(dòng)。As a result, manufacturers can precisely coordinate production in response to actual shelf replenishment needs, rather than based on forecasts.因此，制造商可以精確地響應(yīng)協(xié)調(diào)生產(chǎn)實(shí)際的需要，而不是對(duì)上貨架補(bǔ)貨的預(yù)測(cè)的基礎(chǔ)上。Two major phases in the movement of materials are of logistical importance. 材料中的兩個(gè)運(yùn)動(dòng)的主要階段是后勤的重要性。The first phase is materials management, or the timely movement of raw materials, parts, and supplies into and through the firm. 第一階段是物料管理，或者是原材料， 零部件 和用品的公司進(jìn)入和通過(guò)及時(shí)的運(yùn)動(dòng)。The second phase is physical distribution, which involves the movement of the firm’s finished product to its customers. 第二階段是物流，它涉及到該公司的成品運(yùn)動(dòng)，它的客戶。In both phases, movement is seen within the context of the entire process. Stationary periods (storage and inventory) are therefore included.在這兩個(gè)階段，運(yùn)動(dòng)被認(rèn)為是在整個(gè)進(jìn)程中。固定時(shí)段（儲(chǔ)存和庫(kù)存），因此包括在內(nèi)。 The basic goal of logistics management is the effective coordination of both phases and their various components to result in maximum cost effectiveness while maintaining service goals and requirements.對(duì)物流管理的基本目標(biāo)是和他們的兩個(gè)階段的各個(gè)組成部分的有效協(xié)調(diào)，以在最大成本效益的結(jié)果，而維持服務(wù)的目標(biāo)和要求。The growth of logistics as a field has brought to the forefront three major new concepts:物流的增長(zhǎng)，在這一領(lǐng)域 三大新概念 已引起人們的注意：The systems concept, the total cost concept, and the trade-off concept. 系統(tǒng)的概念，總成本的概念，并權(quán)衡的概念。The systems concept is based on the notion that materials-flow activities within and outside of the firm are so extensive and complex that they can be considered only in the context of（在，，，背景下，在。。。情況下） their interaction.系統(tǒng)概念是基于這一觀點(diǎn)，材料流活動(dòng)，在公司內(nèi)外是如此廣泛和復(fù)雜，他們只能在他們的互動(dòng)中加以考慮。 Instead of each corporate function, supplier, and customer operating with the goal of individual optimization, the systems concept stipulates that some components may have to work suboptimally to maximize the benefits of the system as a whole.而不是每個(gè)企業(yè)的功能，供應(yīng)商，并與個(gè)人目標(biāo)客戶 優(yōu)化 經(jīng)營(yíng)，系統(tǒng)的概念規(guī)定，某些組件可能不是最優(yōu)的工作，以最大限度地發(fā)揮整個(gè)系統(tǒng)的好處。The systems concept intends to provide the firm, its suppliers, and its customers, both domestic and foreign, with the benefits of synergism expected from the coordinated application of size.該系統(tǒng)的概念是要提供公司，供應(yīng)商，其客戶，包括國(guó)內(nèi)和國(guó)外具有協(xié)同作用，從規(guī)模協(xié)調(diào)實(shí)施預(yù)期效益。In order for the systems concept to work, information flows and partnership trust are instrumental. 了使系統(tǒng)的概念得以其作用，信息流和合作伙伴的信任是工具。Logistics capability is highly information dependent, since information availability influences not only the network planning process but also the day-to-day decisions that affect performance. 物流能力是高度依賴信息，因?yàn)樾畔⒌目捎眯圆粌H影響了網(wǎng)絡(luò)規(guī)劃進(jìn)程，而且日常的日常決策會(huì)影響性能。Long-term partnership and trust are required in order to forge closer links between firms and managers. An abuse of power is the fastest way to build barriers to such linkages.長(zhǎng)期的合作關(guān)系和信任是需要的，以便企業(yè)和管理者之間建立更 密切的聯(lián)系 。濫用權(quán)力是最快的方式來(lái)建立這種聯(lián)系的障礙。A logical outgrowth of the systems concept is the development of the total cost concept. 一個(gè)合乎邏輯的系統(tǒng)概念的產(chǎn)物，是總成本的概念的發(fā)展。To evaluate and optimize logistical activities, cost is used as a basis for measurement. 為了評(píng)估和優(yōu)化后勤活動(dòng)，成本是用來(lái)作為計(jì)量基礎(chǔ)。The purpose of the total cost concept is to minimize the firm’s overall logistics cost by implementing the systems concept appropriately. 在總成本的概念，目的是通過(guò)實(shí)施適當(dāng)?shù)南到y(tǒng)概念，盡量減少該公司的整體物流成本。Implementation of the total cost concept requires that the members of the system understand the sources of costs.實(shí)施總成本的概念，必須使該系統(tǒng)的成員了解費(fèi)用的來(lái)源。阿斯頓 To develop such understanding, a system of activity-based costing has been developed, which is a technique designed to more accurately assign the indirect and direct resources of an organization to the activities performed based on consumptions In the international arena, the total cost concept must also incorporate the consideration of total after-tax profit, by taking the impact of national tax policies on the logistics function into account. 實(shí)現(xiàn)這樣的理解，對(duì)作業(yè)成本法已經(jīng)制定，其目的是更準(zhǔn)確地分配給一個(gè)組織的直接和間接的活動(dòng)，資源，技術(shù)為基礎(chǔ)的系統(tǒng)上進(jìn)行消費(fèi)在國(guó)際舞臺(tái)上，總成本的概念也必須納入考慮總稅后利潤(rùn)走對(duì)物流國(guó)家稅收政策的影響，功能考慮。The objective is to maximize after-tax profits rather than minimizing total cost. 其目的是最大限度地減少總成本，而不是稅后利潤(rùn)。Tax variations in the international arena often have major consequences. Therefore, the focus can be quite important.稅務(wù)變化通常在國(guó)際舞臺(tái)上有很嚴(yán)重的后果，因此，重點(diǎn)是相當(dāng)?shù)闹匾?。The trade-off concept, finally, recognizes the linkages within logistics systems that result from the interaction of their components. 權(quán)衡的概念，最后，確認(rèn)在物流系統(tǒng)的聯(lián)系，從他們的成分相互作用的結(jié)果。For example, locating a warehouse near the customer may reduce the cost of transportation. 例如，定位附近的一個(gè)倉(cāng)庫(kù)可能會(huì)降低客戶的運(yùn)輸成本。However, additional costs are associated with new warehouses.然而，更多的成本都與新的倉(cāng)庫(kù)。Similarly, a reduction of inventories will save money but may increase the need for costly emergency shipments.同樣，庫(kù)存的減少將節(jié)省的錢，但可能會(huì)增加昂貴的緊急運(yùn)輸需要。Managers can maximize performance of logistics systems only by formulating decisions based on the recognition and analysis of such tradeoff.經(jīng)理們可以最大限度地表現(xiàn)物流系統(tǒng) 只有通過(guò)最大限度地制訂關(guān)于承認(rèn)和權(quán)衡分析等進(jìn)行決策的物流系。A trade-off of costs may go against one’s immediate interests.權(quán)衡的成本可能違背了一個(gè)人的切身利益。Consider a manufacturer building several different goods.考慮制造商的建設(shè)幾個(gè)不同的商品。The goods all use one or both of two parts, A and B, which the manufacturer buys in roughly equal amounts. Most of the goods produced use both parts. 所有貨物使用一個(gè)或兩個(gè)部分，A 和 B，它們的制造商都購(gòu)買金額 大致相等。大多數(shù)的產(chǎn)品使用兩部分。The unit cost of part A is $7, of part B, $10. Part B has more capabilities than part A; in fact, B can replace A. 對(duì)部分單位的成本一個(gè)是$ 7，B 部分，10 元。比起 A 部分 B 部分更多的功能，事實(shí)上，B 可以取代 A 部分：If the manufacturer doubles its purchases of part B, it qualifies for a discounted $8 unit price.如果制造商的購(gòu)買乙部分，它以折扣價(jià)為 800 單位資格。For products that incorporate both parts, substituting B for A makes sense to qualify for the discount, since the total parts cost is $17 using A and B, but only $16 using Bs only.購(gòu)買大多數(shù)商品生產(chǎn)使用的兩個(gè)部分。代以 B 為一個(gè)有意義的可以享受折扣，總零件成本 17 美元使用 A 和 B，但只有 16 元以 BS。Part B should therefore become a standard part for the manufacturer乙方應(yīng)因此成為一個(gè)標(biāo)準(zhǔn)零件制造商。But departments building products that only use part A may be reluctant to accept the substitute part B because, even discounted, the cost of B exceeds that of A. Use of the trade-off concept will solve the problem.但是，建筑產(chǎn)品部門使用的部分，只有一個(gè)可能不愿意接受替代部分 B，因?yàn)椋词勾蛘?，B 的成本超過(guò)了甲，權(quán)衡概念的使用將解決這一問(wèn)題。5. 1. 2 Supply Chain Management 5.1. 2 供應(yīng)鏈管理The integration of these three concepts has resulted in the new paradigm Of supply-chain management, where a series of value-adding activities connect a company’s supply side with its demand side.這三個(gè)概念的融合，導(dǎo)致了供應(yīng)鏈管理的新模式，凡增值系列活動(dòng)連接公司與供應(yīng)方面的需求方。 This approach views the supply chain of the entire extended enterprise, beginning with the supplier’s suppliers and ending with consumers or end users.這種方法的意見，整個(gè)擴(kuò)展型企業(yè)的供應(yīng)鏈，開始與供應(yīng)商的供應(yīng)商和消費(fèi)者或最終用戶的結(jié)局。The perspective encompasses the entire product and information and funds flow that form one cohesive link to acquire purchase convert/manufacture, assemble, and distribute goods and services to the ultimate consumers.透視涵蓋了整個(gè)產(chǎn)品和信息流與資金流，形成一個(gè)凝聚力的收購(gòu)，購(gòu)買鏈接轉(zhuǎn)換/制造，組裝和銷售的商品和服務(wù)的最終消費(fèi)者。The implementation effects of such supply-chain management systems can be major. Efficient supply-chain design can increase customer satisfaction and save money at the same time.上述供應(yīng)鏈管理系統(tǒng)的實(shí)施效果可以是重大。高效的供應(yīng)鏈設(shè)計(jì)，可提高客戶滿意度和保存在同一時(shí)間，金錢。For example, it has permitted Wal-Mart, the largest U. S. retailer, to reduce inventories by 90 percent has saved the company hundreds of millions of dollars in inventory holding costs, and allows it to offer low prices to its customers. .例如，它已經(jīng)允許沃爾瑪，美國(guó)最大的零售商，以減少庫(kù)存節(jié)省百分之九十的庫(kù)存持有成本的數(shù)百萬(wàn)美元的公司數(shù)以百計(jì)，并允許它低廉的價(jià)格提供給客戶。On an industry- wide basis, research has indicated that the use of such tools in the structuring of supplier relations could reduce operating costs of the European grocery industry by $27 billion per year, with savings equivalent to a 5.7 percent reduction in price. 在全行業(yè)的基礎(chǔ)上，研究表明，這種工具的供應(yīng)商關(guān)系結(jié)構(gòu)的使用能減少 27 美元每年 20 億元的歐洲食品行業(yè)的經(jīng)營(yíng)成本，節(jié)省相當(dāng)于減少百分之 5.7 的價(jià)格。Clearly, the use of such strategic tools will be crucial for international managers to develop and maintain key competitive advantages 顯然，這樣的戰(zhàn)略工具的使用將是至關(guān)重要的國(guó)際管理發(fā)展和保持競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵。5. 1.2. 1 The Impact of International Logistics 5.1.2.1，國(guó)際物流的影響Logistics costs comprise between 10 and 30 percent of the total landed cost of an international order. 物流成本占 10 至 30 總數(shù)的百分之降落的國(guó)際秩序的成本。9 International firms already have achieved many of the cost reductions that are possible in financing and production, and are now beginning to look at international logistics as a competitive tool. 9 國(guó)際公司已實(shí)現(xiàn)了降低成本的可能是在融資和生產(chǎn)，現(xiàn)在又開始在國(guó)際物流看作是一個(gè)競(jìng)爭(zhēng)工具很多。Research shows that the environment facing logistics managers in the next ten years will be dynamic and explosive. 研究表明，環(huán)境面臨的未來(lái)十年將是動(dòng)態(tài)的物流管理人員和爆炸。Technological advances and progress in communication systems and information-processing capabilities will be particularly significant in the design and management of logistics systems.技術(shù)進(jìn)步和通信系統(tǒng)和信息處理能力的進(jìn)步，特別是在將物流系統(tǒng)設(shè)計(jì)和管理具有重要意義。 For example, close collaboration with suppliers is required to develop a just- in-time inventory system, which in turn may be crucial to maintaining manufacturing costs at globally competitive levels. 例如，與供應(yīng)商緊密合作是必須制定一個(gè)公正的即時(shí)庫(kù)存系統(tǒng)，這反過(guò)來(lái)又可能是至關(guān)重要的水平保持在全球競(jìng)爭(zhēng)力的制造成本。Yet, without electronic data interchange, such collaborations or alliances are severely handicapped. 然而，沒(méi)有電子數(shù)據(jù)交換，這樣的合作或聯(lián)盟的嚴(yán)重傷殘人士。While most industrialized countries can offer the technological infrastructure for such computer-to-computer exchange of business information, the application of such a system in the global environment may be severely restricted.雖然大多數(shù)工業(yè)化國(guó)家可以提供這種電腦對(duì)電腦的業(yè)務(wù)信息交換技術(shù)基礎(chǔ)設(shè)施，這樣的系統(tǒng)在全球環(huán)境中的應(yīng)用可能會(huì)受到嚴(yán)重限制。It may not be just the lack of technology that forms the key obstacle to modern logistics management, but rather the entire business infrastructure, ranging from ways of doing business in fields such as accounting and inventory tracking, to the willingness of businesses to collaborate with each other.它可能不是僅僅是缺乏關(guān)鍵技術(shù)，形成了現(xiàn)代物流管理的障礙，而是整個(gè)商業(yè)基礎(chǔ)設(shè)施，從做，例如會(huì)計(jì)和庫(kù)存跟蹤領(lǐng)域的經(jīng)營(yíng)方式，向企業(yè)愿意與各其他。A contrast between the United States and Russia is useful here.一間美國(guó)和俄羅斯的對(duì)比是有用的。In the United States, 40 percent of shipments are under a just-in-time/quick response regime.在美國(guó)，百分之 40 的出貨量正在剛好及時(shí)/迅速的反應(yīng)制度。For the U. S. economy, the total cost of distribution is close to 10 percent of GNP. 對(duì)于美國(guó)經(jīng)濟(jì)，分配的總成本接近國(guó)民生產(chǎn)總值的百分之十。By contrast, Russia only now is beginning to learn about the rhythm of demand and the need to bring supply in line 協(xié)調(diào). 相比之下，俄羅斯現(xiàn)在才開始了解需求和需要，以便使其符合供應(yīng)節(jié)奏。The country is battling space constraints, poor lines of supply, nonexistent distribution and service centers, limited rolling stock, and inadequate transportation systems. 該國(guó)正在努力奮斗空間的限制，供應(yīng)，銷售和服務(wù)中心不存在的，有限的貧困線機(jī)車車輛，運(yùn)輸系統(tǒng)和不足。Producers are uninformed about issues such as inventory carrying costs, store assortment efficiencies, and replenishment techniques. 生產(chǎn)者不了解情況的問(wèn)題有關(guān)，如庫(kù)存成本，儲(chǔ)存分類效率，并補(bǔ)充技術(shù)。對(duì)信息的發(fā)展和交流系統(tǒng)集成供應(yīng)商，分銷商的聯(lián)盟，以及有效的溝通系統(tǒng)，只需要了解甚少。The need for information development and exchange systems, for integrated supplier-distributor alliances, and for efficient communication systems is only poorly understood.因此，分銷成本維持在大大高于國(guó)民生產(chǎn)總值的百分之 30，阻礙國(guó)內(nèi)經(jīng)濟(jì)和國(guó)際競(jìng)爭(zhēng)力受到嚴(yán)重限制。As a result, distribution costs remain at well above 30 percent of GNP, holding back the domestic economy and severely restricting its international competitiveness. Unless substantial improvements are made, major participation by Russian producers in world trade will be severely handicapped, since the high logistics and transaction costs let Western buyers encounter high “frictional resistance” in their procurement process.除非作出重大改進(jìn)，由俄羅斯生產(chǎn)商在世界貿(mào)易中主要的參與將是嚴(yán)重殘疾的，因?yàn)槲锪骱徒灰壮杀靖?，讓西方買家在采購(gòu)過(guò)程中遇到高“摩擦力”。Logistics and supply-chain management increasingly are the key dimensions by which firms distinguish themselves internationally. Given the speed of technological change and the efficiency demands placed on business, competitiveness, international sales growth, and international business success increasingly will depend on the logistics function.物流與供應(yīng)鏈管理越來(lái)越多的主要方面，其中國(guó)際企業(yè)脫穎而出。由于技術(shù)變革和業(yè)務(wù)的效率，競(jìng)爭(zhēng)力，國(guó)際銷售增長(zhǎng)放在需求，以及國(guó)際業(yè)務(wù)成功的速度將越來(lái)越依賴于物流功能。5. 1. 3 Management of International Logistics 5.1.3 國(guó)際物流管理The very purpose of a multinational firm is to benefit from system synergism and a persuasive argument can be made for the coordination of international logistics at corporate headquarters. 多國(guó)公司的宗旨是從系統(tǒng)中受益增效和可以為在公司總部協(xié)調(diào)國(guó)際物流方面有說(shuō)服力的論據(jù)。Without coordination, subsidiaries will tend to optimize their individual efficiency but jeopardize the efficiency of the over-all performance of the supply chain.沒(méi)有協(xié)調(diào)，子公司將趨于優(yōu)化的效率，而且危及他們個(gè)人的過(guò)度所有的供應(yīng)鏈績(jī)效的效率。5. 1.3. 1 Centralized Logistics Management 5.1.3.1 物流集中管理A significant characteristic of the centralized approach to international logistics is the existence of headquarters staff that retains decision-making power over logistics activities affecting international subsidiaries. 一個(gè)集中的方式對(duì)國(guó)際物流顯著特點(diǎn)是總部工作人員的存在，保留決策的權(quán)力超過(guò)國(guó)際全資附屬機(jī)構(gòu)對(duì)物流的影響。If headquarters exerts control, it must also take the primary responsibility for its decisions. 如果總部施加控制，還必須采取其決定的主要責(zé)任。Clearly, ill will may arise if local managers are appraised and rewarded on the basis of a performance they do not control.顯然，惡意可能出現(xiàn)如果當(dāng)?shù)毓芾碚咴u(píng)價(jià)和對(duì)他們的表現(xiàn)無(wú)法控制的基礎(chǔ)上給予獎(jiǎng)勵(lì)。This may be particularly problematic if headquarters staff suffers from a lack of information or expertise.這可能是特別有問(wèn)題，如果從總部工作人員缺乏通知或?qū)I(yè)的信息。To avoid internal problems, both headquarters staff and local management should report to one person. 為了避免內(nèi)部的問(wèn)題，總部工作人員和當(dāng)?shù)毓芾響?yīng)向一個(gè)人報(bào)告。This person, whether the vice president for international logistics or the president of the firm, can then become the final arbiter to decide the firm’s priorities, 這個(gè)人，無(wú)論是國(guó)際物流或該公司的總裁，副總裁可以成為最后的仲裁者來(lái)決定公司的優(yōu)先次序，Of course, the individual should also be in charge of determining appropriate rewards for managers,當(dāng)然，這個(gè)人也應(yīng)確定為管理人員兒適當(dāng)?shù)牡玫姜?jiǎng)勵(lì)費(fèi)，Both at headquarters and abroad, so that corporate decisions that alter a manager’s performance level will not affect the manager’s appraisal and evaluation. 在總部和在國(guó)外，使公司決策改變管理者的表現(xiàn)并不會(huì)影響到經(jīng)理的評(píng)估和評(píng)價(jià)。Further, the individual can contribute an objective view when inevitable conflicts arise in international logistics coordination.此外，個(gè)人可以促進(jìn)一個(gè)客觀的看法，當(dāng)不可避免的沖突發(fā)生在協(xié)調(diào)國(guó)際物流時(shí)。The internationally centralized decision-making process leads to an overall supply-chain management perspective that can dramatically improve profitability.國(guó)際中央集權(quán)的決策過(guò)程會(huì)導(dǎo)致整體供應(yīng)鏈管理的角度，可以顯著提高盈利能力。5. 1.3.2 Decentralized Logistics Management 5.1.3.2 物流管理分散An alternative to the centralized international logistics system is decentralization. 一個(gè)中央集權(quán)制的國(guó)際物流的選擇是將權(quán)力分散。The main rationale for such decentralization is the fact that dealing with markets on a global scale can quickly lead to problems of coordination. 對(duì)這種權(quán)力下放的主要理由是，在市場(chǎng)交易上的全球范圍內(nèi)可迅速導(dǎo)致協(xié)調(diào)問(wèn)題。Particularly when the firm serves many international markets that are diverse in nature, total centralization might leave the firm unresponsive to local adaptation needs.尤其是當(dāng)公司提供許多在本質(zhì)上是不同的國(guó)際市場(chǎng)，共集中可能離開公司，無(wú)法響應(yīng)當(dāng)?shù)氐倪m應(yīng)需求。If each subsidiary is made a profit center in itself, each one carries the full responsibility for its performance, which can lead to greater local management satisfaction and to better adaptation to local market conditions. 如果每一個(gè)附屬公司在本身就是一個(gè)利潤(rùn)中心，每個(gè)攜帶它的性能，從而導(dǎo)致更大的滿意度和地方管理，以更好地適應(yīng)當(dāng)?shù)厥袌?chǎng)情況的全部責(zé)任。Yet often such decentralization deprives the logistics function of the benefits of coordination.但往往這種下放剝奪的物流協(xié)調(diào)的益處的功能。For example, while headquarters, referring to its large volume of overall international shipments, may be able to extract bottom rates from transportation firms, individual subsidiaries by themselves may not have similar bargaining power, The same argument applies also to the sourcing situation, where the coordination of shipments by the purchasing fi