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2024年4月18日发(作者：ascii中8对应的编码)
Logistics English
Luo De,Jin Bo.
Logistics English[M].HIGHER EDUCATION PRESS.2007,(1)
Service response logistics activities
Service response logistics has three primary activities: waiting time, capacity, and
delivery (see Figure 4.1). Waiting time refers to the management of the time a customer
must wait before the service is consumed or rendered. Capacity is the management,
scheduling, and staffing of people and equipment to meet a predetermined level of
customer service that is consistent with preestablished cost trade-offs. Scheduling too
little capacity may lead to lost sales, while scheduling too much may enhance customer
service levels but unprofitable increase operations costs. The third service response
logistics activity is delivery. It is defined as choosing the distribution channels to deliver
the service to the customer.
The three service response logistics activities must operate together to meet customer
service requirements. If they do not operate as a system, they do not yield the full benefits.
Also, service response logistics must coordinate with the rest of logistics. Almost all
products have service attached to them, and many services have attached products. That is
why the model in Figure 4.1 shows traditional logistics activities and service response
activities as a coordinated system.
Evolution of the integrated logistics concept
To those not involved in integrated logistics, it appeared from out of the blue. This is
far from the truth! Integrated logistics has been around throughout human history. The
great explorers like Alexander the Great, Columbus, and Magellan applied logistics
concepts to expand territories and find shorter trade routes. The term “logistics” as used
today originated in the military during World War Ⅱ. Military logistics focused on the
strategic movement of military personnel and supplies. When military logisticians returned
from the war, they began to apply what they had learned to the problems of business
logistics.
In the early 1960s, Peter Drucker brought the concept to the forefront. In an article
entitled“The Economy’s Dark Continent,”Drucker said that:“We know little more today
about distribution than Napoleon’s contemporaries knew about the interior of Africa. We
know it is there, and we know it is big, and that’s about all.”
In that same article, Drucker also pointed out that distribution was a last frontier for
top management to find strategic efficiencies. Then, distribution referred to many of the
activities included in today’s concept of integrated logistics.
Many variables affected the evolution and growth of integrated logistics. The first was
the growth of consumer awareness and the marketing concept of the 1960s Product lines
expanded to meet the rising demand for more selections. This product line expansion put
great pressure on distribution channels to move more products and keep costs down,
especially in transportation and inventory.
A second factor was the introduction of the computer. Computer experts and
integrated logistics managers quickly found a multitude of computer applications for
logistics. These applications offered still greater efficiency in transportation routing and
scheduling, inventory control, warehouse layout and design, and every aspect of integrated
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