Уч.пос. Кузякин А.С., Попова Т.Г. Английский язык для управления цепями поставок

a) modernise b) optimise c) harmonise d) streamline

14. With better logistics planning, it will be possible for transport companies to make better use of______, rather than letting trucks travel empty after making a delivery.

a) cargoes b) drivers с) warehouses d) backhauls

15. Improvements in ________ design mean that fewer materials are needed and more items can fit into containers, thus reducing transport costs.

a) truck b) packaging c) warehouse d) storage

16. Companies are also seeking to eliminate the use of _______ and dangerous chemicals during the production process.

a) toxic b) unsustainable c) expensive d) environmental

17. It is important for their reputation that manufacturers and their suppliers have good environmental ________.

a) publicity b) conditions c) ideas d) credentials

18. In some emerging countries, bribery and _________ are still big problems.

a) inefficiency b) corruption c) insensitivity d) incompetence

19. Companies need to make sure that their suppliers dispose of chemicals

20. Large companies regularly _______ their suppliers, not only for quality but also to check compliance with health and safety regulations.

Articles for individual reading and reporting

Is Slow Steaming Good for the Supply Chain?

By Lars Kloch

When shipping lines began promoting slow steaming—operating ships at lower speeds to reduce fuel costs and carbon emissions—they highlighted its environmental benefits. Slow speeds reduce fuel consumption and, therefore, the output of harmful emissions, helping shippers reduce their carbon footprint and reinforce their green image.

Sailing ships at slower speeds does significantly reduce fuel consumption. Lowering engine speed by 10 percent cuts engine power by 27 percent, and reduces the overall energy needed for the voyage by 19 percent.

Shipping lines have widely implemented the slow steaming strategy of operating at 20 knots; some have even resorted to super-slow steaming at 15 knots. Slow steaming reduces shipping line costs, because it uses less fuel, and fuel comprises a huge share of operating costs. When oil prices were at their peak, fuel accounted for as much as 50 percent of the total cost of sailing a vessel.

If shipping lines are significantly reducing costs per voyage, shouldn't they pass on some of these savings to shippers? Some argue that in these difficult economic times, reducing costs is more of a priority than environmental benefits.

In fact, longer transit times can actually increase shippers' costs, because they need more inventory to feed this longer supply chain.

After considering factors such as depreciation and insurance, the added inventory costs shippers accrue when goods are on the water total nearly $170 million, based on price-per-hour waiting time, according to a recent study by Rotterdam's Erasmus University.

The study also found that ocean carriers can achieve fuel savings of up to $67 million through slow steaming—with $6 million more saved if ships are slowed to 15 knots.

The bad news: even if shipping lines passed on 100 percent of the fuel savings, it would still not counteract shippers' increased inventory costs.

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Longer ocean transit times can also impact shippers' cash flow, as the time from production to sale is extended. For some companies this isn't an issue, but it may cause problems for those that rely on an expedited cash flow process.

Still, shipping line customers may be able to use slow steaming to their advantage because of the one great benefit it does produce: reliability.

Slow steaming vessels are more likely to arrive at port on schedule. When a ship sails at full speed, it has no buffer time if it is delayed by weather or congestion at other ports. If it is slow steaming, however, the vessel can increase speed to make up the lost time.

For many manufacturers, retailers, importers, and exporters, supply chain reliability is more important than transit time or rates. Delivering as promised is the basis of most business success—it wins customers and ensures their loyalty.

Increased reliability also allows shippers to reduce the inventory they hold in the destination country—counteracting the increased inventory levels needed for slow steaming. Shippers can hold less buffer stock because they can be sure new stock will arrive on time.

Gauging the Effects

It can be complicated to determine the effect slow steaming can have on an individual shipper. It depends on many factors—from product type and volumes, to credit facilities and insurance terms, to destination and customer expectations.

One thing is clear: the answer lies in information. Only by understanding their true transportation and logistics costs can shippers make informed decisions, and develop the most cost-efficient and customer-focused supply chain.

How RFID Works

by William Atkinson

When a pallet enters Diakinisis' 1.2-million-square-foot DC, a worker scans the bar-code label that was applied by the food company. This label is then associated with an Alien Squiggle tag affixed to the pallet.

Next, a forklift outfitted with an RFID interrogator and computer picks up the pallet, capturing the tag's ID. The forklift's computer communicates with the

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warehouse management system (WMS), which directs the forklift operator where to move the pallet.

To ensure pallets are delivered to the correct place, each location is identified with either an Alien M tag glued to the concrete floor, or an Alien Squiggle tag applied to the rack.

"Most warehouses use the Squiggle tag," explains Stelter. "They use the M tag for difficult-to-tag items because it has a larger surface area."

The forklift reader captures the floor or rack tag data, and the computer then confirms the location and communicates back to the WMS that the pallet has been delivered.

In addition to improving speed and efficiency, the technology ensures accuracy. If the forklift operator attempts to place the pallet in the wrong location, the computer screen freezes, preventing the operator from proceeding to the next task.

Diakinisis has also affixed Alien RFID tags to the trucks that pick up pallets at the loading docks and deliver them either to other DCs or directly to stores.

An RFID portal designed for exposure to the elements reads the RFID tag number of every pallet as it is loaded onto a truck. This information is cross-referenced with the data in the WMS. In the event of a discrepancy, a light stack displays an alert and a siren sounds.

As a result of using RFID tracking, Diakinisis has achieved 99-percent pallet traceability; a 25-percent improvement in pallet putaway speed; a 40-percent improvement in pallet pickup speed; a 20-percent reduction in overtime; and an 80percent reduction in shipping errors.

Diakinisis is working to reduce shipping errors even further, but "human involvement creates the potential for error," Stelter explains.

In this situation, the pallets do not come into the DC pre-tagged. When they arrive, workers scan the bar codes and apply the RFID tags to the pallets.

"There is a chance that the wrong tag will be applied," Stelter says. "It is also possible for damage to occur to tags along the way, in which case employees might revert to manual or bar-code identification."

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To further improve efficiency, Diakinisis recently removed a step. In the past, one forklift placed pallets in a spot where another lifted them to the racks. Now, forklifts take incoming pallets directly from the trucks to the racks.

It may be as simple as knowing where inventory is, but RFID is increasing efficiency, taking warehouses and distribution centers a long way toward becoming lean.”

(From Getting Lean and Going Green: Innovations in Warehouse Operations,

Inbound Logistics, May 2008)

Литература

1.Исаева Т.Б. English for logistics: практикум / Т.Б.Исаева – Екатеринбург: Изд-во УрГУПС, 2011. – 56 с.

2.Полякова Т.Ю., Комарова Л.В. Английский язык в транспортной логистике. Учебное пособие. – Москва: Кнорус, 2014. - 240 с.

3.ABBY Lingvo x5. Многоязычный электронный словарь. Выпуск

15.0.826.5. Copyright 2011 ABBYY Software Ltd.

4.D’Acunto E. Flash on English for transport and logistics. ESP series.- Recanati: Eli Publishing, 2012.- 48 p.

5.English as a second language podcast [Электронный ресурс] URL: https://www.eslpod.com/website/index_new.html (дата обращения: 7.09.2014).

6. Inbound Logistics [Электронный ресурс] URL: http://www.inboundlogistics.com/cms/index.php (дата обращения: 10.09.2014).

7.Grussendorf M. English for Logistics. - Oxford: OUP, 2009. – 94 p.

8.O’Driscoll N., Pilbeam A. Market leader. Business English. Logistics management.- Harlow: Longman, 2010.- 96 p.

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Оглавление

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Св.план 2014 г., поз. 111

Кузякин Александр Сергеевич Попова Татьяна Георгиевна

Английский язык для управления цепями поставок

Учебное пособие

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