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当代物流学(第8版)
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备注(方便求购者找到正确的下载地址)《当代物流学》(小保罗?R?墨菲 （Pual R.Murphy.Jr）)【摘要_书评_试读】- 蔚蓝网
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字数：586000&&&&&
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《当代物流学（第9版）》非常适合用作本科生、MBA双语教学的教材，也适合企业从业人员阅读参考。
《当代物流学（第9版）》是一本经典的物流学教材，系统地介绍了物流学的核心概念和基本原理，重点探讨了20世纪90年代以来在信息技术飞速发展的背景下出现的许多物流实际问题，突出了供应链管理方面的内容，并深入探讨了国际物流问题。
　　《当代物流学》具有以下几个特点：
　　1、内容全面、丰富，各部分、各章节逻辑关系清楚。第一部分是全书的基础，第二部分是全书的核心内容，第三部分说明为了确保物流系统的有效运行，应该采取的组织和分析技术以及控制系统。
　　2、实用性强。书中除了阐述物流系统的相关概念之外，对运作上的一些细节也进行了介绍，书中介绍的方法可以用来分析、解决我国的物流管理问题。
　　3、体例规范、图文并茂。
第Ⅰ篇 物流概述
第1章 物流和供应链
第2章 供应链管理概念
第3章 物流与信息技术
第Ⅱ篇 物流系统的要素
第4章 需求管理、订单管理和顾***务
第5章 保护性包装和物料搬运
第6章 运输
第7章 运输管理
第8章 配送中心、仓库和工厂选址
第9章 库存管理
第10章 仓储管理
第11章 采购
第12章 国际物流
第Ⅲ篇 物流系统的组织、分析和控制
第13章 物流系统控制
第14章 物流系统的组织和分析
摘要与插图
CASE 2-2 WYOMO GROCERY BUYERS' COOPERATIVE
　　Located in Billings, Montana, the Wyomo Grocery Buyers' Cooperative served the dry grocery and produce needs of about 150 area food stores from Great Falls to Butte in the northwest and from Casper to Cheyenne in the southeast. All dry groceries were shipped out of a 20,000-square-foot warehouse in Billings, built by the co-op in 1968. Produce was handled out of the Billings warehouse and small, rented warehouses in Cheyenne and Great Falls. At these warehouses, the co-op bagged some bulk products, such as potatoes, onions, and oranges, into 5-, 10-, and 20-pound bags carrying the co-op label. The warehouses also stocked items used by the stores, such as butcher paper, cash-register tape, plastic produce bags, and various sizes of brown bags.
　　The co-op had its own fleet of 15 tractorsand 19 trailers that operated out of Billings, as well as 6 straight trucks with refrigerated bodies, with 2 each working out of Billings, Cheyenne, and Great Falls. Dry grocery deliveries were made once or twice a week, and produce deliveries were handled separately and were made two or three times a week, depending on each store's volume. Both dry grocery and produce trucks traveled approximately the same routes each week, and goods for both large and small stores were carried aboard the same truck. Stores were responsible for placing orders with the co-op, although a co-op representative would call on a weekly basis, and one of her or his functions was to help some store operators complete their order forms.
　　&l-he co-op was owned by member grocery stores and run by a board of directors elected by the member stores. The directors hired the general manager, Peter Bright. Directors were elected with member stores having at least one vote. Stores with larger sales volumes got more votes, although their additional votes were not proportional to their additional sales. (This was because several years ago smaller stores realized they could lose their power, so they capped the additional votes a larger store could be given.)
　　Goods were being sold to members on the basis of cost to the co-op plus 23 percent to cover warehousing and transportation from the warehouses to the members' retail stores. Each year the co-op's revenues exceeded cos 20 percent of this excess was returned to the members in direct proportion to their purchases from the co-op, and the remainder was considered capital and reinvested in the co-op. The co-op's level of business was not growing. Its members were losing sales to chain food stores and chain discount department stores, which were moving into theregion.
　　A continual problem facing the board of directors was the political split between small and large stores belonging to the co-op. Small grocery stores stocked only 1,000 to 2,000 different items or lines of merchandise (stock-keeping units or SKUs) carried by the co-op, whereas larger members needed to carry 6,000 to 8,000 SKUs to compete with the chains. The latter group of co-op members consisted of the more aggressive merchants, most of whom felt that the co-op should forget about its small members and instead help them battle the chains. From time to time they threatened to form their own co-op.
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