北京物资学院工程硕士英语试题
北京物资学院
物流工程硕士研究生考试试题
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（注：所有题目的答案均应写在答题纸上；答案请标明题号。）
Part One: Reading Comprehension:
I. Read the following passage and choose the best answer to the questions: (4x5=20)
Third Party Logistics
A third-party logistics service is something more than subcontracting or outsourcing. Typically, subcontracting or outsourcing covers one product or one function that is produced or provided by an outside vendor. Examples include automobile companies subcontracting the manufacture of tires, or construction companies subcontracting roofing, or retail companies outsourcing the transportation function. Third-party logistics providers cut across multiple logistics functions and primarily coordinate all the logistics functions and sometimes act as a provider of one or more functions. The primary objectives of third-party logistics providers are to lower the total of cost of logistics for the supplier and improve the service level to the customer. They act as a bridge or facilitator between the first party (supplier or producer) and the second party (buyer or customer).
There are several reasons for the growth of third-party logistics over the past decade. The transportation and distribution departments of some of the major corporations have been downsizing in order to reduce operating costs. The most logical area to reduce costs is advisory functions such as operation research, followed by support functions such as transportation or warehousing. The area where companies want to strengthen by investing more is their core competency. Though it may sound like a fad it had been a reality at some of the major corporations. The other reason is from the customer side. Customers demand an exceptional service but are not willing to pay extraordinary price for it. This requires the use of faster and frequent transportation services and flexibility in inventory levels. A third-party logistics provider will be in a position to consolidate business from several companies and offer frequent pick-ups and deliveries, whereas in-house transportation cannot. Other reasons are as follows.
1. The company’s core business and competency may not be in logistics.
2. Sufficient resources, both capital and manpower, may not be available for the company to become a world-class logistics operator.
3. There is an urgency to implement a “world-class” logistics operation or there is insufficient time to develop the required capabilities in-house.
4. The company is venturing into a new business with totally different logistics requirements.
5. Merger or acquisition may make outsourcing logistics operations more attractive than to integrate logistics operations.
In recent years there has been some concern expressed by the users of third-party service providers that they are not being given the expected levels of service and business benefits. Users have also indicated that service providers are insufficiently proactive in their approach to the contracted operations----which they only aim to provide the minimum and fail to enhance the operations they are responsible for. On the other hand, service providers claim that they are seldom given the opportunities to develop new ideas and offer improvements, because users are not prepared to give then adequate information of their complete supply chains. One consequence of this has been the idea of using an additional enterprises or organization to oversee and take responsibility for all the outsourced operations a user might have. This has become known as fourth-party logistics.
The need to take a total supply chain approach means that a different type of service provider and a different type of RFQ/ITT approach are required. The idea is to aim to provide solutions, not just services. It is important of recognize that there are often several different organizations or participants in a supply chain, that there is a need to develop partnerships and there should be opportunities to integrate and rationalize along the supply chain.
Thus, solutions can be developed by the co-venturer or fourth-party service provider, to offer:
1．A total supply chain perspective;
2．Visibility along the supply chain;
3．Measurement along the supply chain’
4．Open systems;
5．Technical vision;
6．Flexibility;
7．Tailored structures and systems.
Questions:
1. Which of the following function is not provided by a third-party logistics provider?
A. The manufacturers of tires subcontracted by automobile companies.
B. Roofing subcontracted by construction companies.
C. Transportation done by transportation company.
D. Facilitator between supplier and customer.
2. Which of the following reasons is not for the growth of third-party logistics over the past decade?
A. The transportation and distribution departments want to reduce operating cost.
B. Customers demand an exceptional service but are not willing to pay extraordinary price.
C. Logistics is not attractive to the companies.
D. There is not enough time for the companies to develop the required capabilities.
3. What does “consolidate” mean in the sentence “A third-party logistics provider will be in a position to consolidate business from several companies”?
A. enhance
B. enlarge
C. unite
D. strengthen
4. What kind of solutions is not provided by the four-party logistics?
A. A total supply chain perspective.
B. Tailored structures and systems.
C. Frequent transportation services.
D. Technical version.
5. What is the reason for the appearing of fourth-party logistics?
A. The users of third-party service providers complain that they are not being given the expected levels of services and business benefits.
B. The company’s core business and competency may not be in logistics.
C. The company is venturing into a new business with totally different logistics requirements.
D. Merger or acquisition may make outsourcing logistics operations more attractive than to integrate logistics operation.
II. Read the passage and translate the underlying sentences: (4x5=20)
The Supply Chain Management and Competitive Performance
1. Traditionally most organizations have viewed themselves as entities that exist independently from others and indeed need to compete with them in order to survive. There is almost a Darwinian ethic of the “survival of the fittest” driving much of corporate strategy. However, such a philosophy can be self-defeating if it leads to an unwillingness to cooperate in order to compete. Behind this seemingly paradoxical concept is the idea of supply chain integration.
The supply chain is the network of organizations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services in the hands of the ultimate consumed. Thus for example a shirt manufacturer is a part of a supply chain that extends upstream through the weavers of fabrics to the manufacturers of fibers, and downstream through distributors and retailers to the final consumer. Each of these organizations in the chain are dependent upon each other by definition and yet paradoxically by tradition do not closely co-operate with each other.
Supply chain management is not the same as “vertical integration”. 2. Vertical integration normally implies ownership of upstream suppliers and downstream customers. This was once thought to be a desirable strategy but increasingly organizations are now focusing on their “core business”----in other words the things they do really well and where they have a differential advantage. Everything else is “out-sourced”----in other words it is procured outside the firm. So, for example, companies that perhaps once made their own components now only assemble the finished product, e.g. automobile manufacturers. Other companies may also subcontract the manufacturing as well, e.g. Nike in footwear and sportswear. These companies have sometimes been termed “virtual” or “network” organizations. A typical example of this new type of business organization is provided by Apple computers where over 90 percent of the cost of sales of a typical Apple computer is purchased content.
Clearly this trend has many implications for logistics management, not the least being the challenge of integrating and coordination the flow of materials from a multitude of suppliers, offen off shore, and similarly managing managing the distribution of the finished product by way of multiple intermediaries.
In the past it was often the case that relationship with suppliers and downstream customers( such as distributors and retailers) were adversarial rather than co-operative. It is still the case today that some companies will seek to achieve cost reductions or profit improvement at the expense of their supply chain partners. 3. Companies such as these do not realize that simply transferring costs upstream or downstream does not make them any more competitive. The reason for this is that ultimately all costs will make their way to the final marketplace to be reflected in the price paid by the end user. 4. The leading-edge companies recognize the fallacy of this conventional approach and instead seek to make the supply chain as whole more competitive through the value it adds and the costs that it reduces overall. 5. They have realized that the ral competition is not company against company but rather supply chain against supply chain.
It must be recognized that the concept of supply chain management whilst relatively new, is in fact no more than an extension of the logic of logistics. Logistics management is primarily concerned with optimizing flows within the organization whilst supply chain management recognizes that internal integration by itself is not sufficient.
Logistics is essentially a planning orientation and framework that seeks to create a single plan for the now of product and information through a business. Supply chain management builds upon this framework and seeks to achieve linkage and co-ordination between processes of other entities in the pipeline, i.e. suppliers and customers, and the organization itself. Thus for example one goal of supply chain management might be to reduce or eliminate the buffers of inventory that exist between organizations in a chain through the sharing of information on demand and current stock levels. This is the concept of “co-managed inventory” (CMI).
III. Read the passage and answer the questions briefly: (4x5=20)
Dell Computers: Using the Supply Chain to Compete
Dell was different from other computer manufacturers. The machines themselves were technologically unremarkable, but it was the way in which they were sold--directly to the consumer—that gave Dell a unique advantage over established, product-based, PC makers.
While the industry leaders vied（竞争）amongst themselves to introduce PCs with ever more impressive technology, little consideration was given to the mundane（平常的）business of supply chain management. The computers they produced were invariably made-to-forecast and because of the way they were sold—through shops, resellers, and systems integrator—were then destined to languish（变得越来越不成功）for an average of two months in warehouse or on shop shelves before being purchased by the customer. Meanwhile Dell remained focused on the end user, thus avoiding the inherent double jeopardy（危险）created by the dynamics（力学）and economics of the industry. Firstly, around 80 percent of the costs of manufacturing a PC are component costs, and component costs have been falling since the industry’s inception, particularly the all-important processors that continue to fall in price by an average of 30 percent per year. The longer these components wait to be sold, the worse value they become. Secondly, these is risk that a step-change in technology may make millions of pounds’ worth of finished PCs obsolete（过时的） overnight, forcing manufacturers to either compensate resellers for unloading stocks at a loss, or incur the costs of shipping them to developing countries where they can be sold off cheaply.
By selling directly to the customer Dell was able to configure and assemble every PC to order, thus avoiding the risks associated with carrying finished inventory, which in turn enabled it to maintain its cost advantage over its conventional rivals. Dell’s low priced machines with their bespoke configuration became an attractive alternative for those customers who were confident enough to buy direct.
For many years, received wisdom in the industry considered Dell’s position to be nothing more than that of a successful niche player. It was widely believed the majority of business-to-business customers and indeed consumers buying PCs for the home, would always prefer to purchase their equipment through traditional channels, where help would be at hand should something go wrong and consumers could see and touch the products before purchase. In a bid to break out of its perceived niche, Dell embarked（开始或从事）on a brief flirtation with conventional retail distribution channels. The mover was a mistake. Retail sales plummeted as soon as Dell offered a new PC through its direct channels. Dell was obliged to compensate the retailers for their losses. As a result the company posted its first ever loss perils of attempting to operate through conflicting distribution channels and a vindication（证实）of its original low-cost direct sales strategy.
Dell pulled out of the retail market in 1994, and retrenched with a vengeance, rebounding immediately with profits of $149m. From this point on Dell concentrated on finding ways to leverage the strengths of its original direct sales strategy, concentrating on minimizing inventory and increasing return on capital employed. Leanness, flexibility and above all time compression were the keys. Over the next three years, Dell’s operations were closely reexamined to squeeze every possible moment of non-value adding time out of its procurement and assembly processor. By 1997, Dell was not only a model of JIT manufacturing, but had applied its own exacting time standards to the rest of its supply. It had specified that the majority of components have to be warehoused within 15 minutes of Dell’s three factories (in Austin, Texas; Limerick, Ireland; Penang, Malasia), and many components are nor ordered from a supplier before Dell receives a customer order. To achieve such levels of co-operation and integration, Dell has reduced its number of suppliers from 204 companies in 1992 to just 47. At the same time it has preferred to source from suppliers close to their plants rather than from more distant offshore supplier, even though the local manufacturing costs may be higher.
Questions:
1. What makes Dell different from other computer manufacturers?
2. What are the inherent double jeopardy created by the dynamics and economics of the industry?
3. What is the advantage of selling directly to the customer?
4. How did Dell concentrate on finding ways to leverage the strengths of its original direct sales strategy?
5. What is the main idea of this passage?
Part Two. Cloze
I. Fill in the blanks with the following words: (2x10=20)
wholesales profitability consumed flow exchange distribution surplus minimum producers needed
In many society—industrialized or non-industrialized—goods must be physically moved or transported between the place they are produced and the place they are ___1___ except in very primitive cultures, where each family met its own household needs, the __2__ process has become the cornerstone of economic activity. Exchanges take place when there is a discrepancy between the amount, type, and timing of goods available and the goods ___3__. If a number of individuals or organizations within the society have a __4__ of goods that someone else needs, there is a basis for exchange. Channels of distribution develop when many exchanges take place between __5__ and consumers.
The extent to which a channel of distribution creates an efficient __6__ of products from the producer to the customer is a major concern of management. For example, manufacturers depend on the __7__ channel for such functions as selling, transportation, warehousing, and physical handling. Consequently, the manufacturer’s objectivity is to obtain optimum performance of these functions at __8__ total cost. In order to successfully market its products, a manufacturer must: (1) select the appropriate channel structure, (2) choose the intermediaries to be used and establish policies regarding channel members, and (3) devise information and control systems to ensure that performance objectives are met. Likewise __9__ and retailers must select manufacturers’ product in a way that will provide the best assortment for their customers and lead to the desired __10__ for themselves.
II. Fill the blanks with the best choice: (1x20=20)
Most children with healthy appetites are ready to eat almost anything that is offered them and a child rarely dislikes food 1 it is badly cooked. The 2 a meal is cooked and served is most important and an 3 served meal will often improve a child’s appetite. Never ask a child 4 he likes or disliked a food and never 5 likes and dislikes in front of him or allow 6 else to do so. If the father says he hated fat meat or the mother 7 vegetables in the child’s hearing he is 8 to copy this procedure. Take it 9 granted that he likes everything and he probably 10 . Nothing healthful should be omitted from the meal because of 11 dislike. At meal times, it is a good 12 to give a child a small portion and let him 13 back for a second helping rather than give him as 14 as he is likely to eat all at once. Do not talk too much to the child 15 meal times, but let him get on with his food; and do not 16 him to leave the table immediately after a meal or he will 17 learn to swallow his food 18 he can hurry back to his toys. Under 19 circumstances must a child be coaxed 20 forced to eat.
1. A. if B. unless C. that D. until
2. A. way B. process C. procedure D. method
3. A. attractively B. adequately C. urgently D. eagerly
4. A. what B. whether C. that D. which
5. A. remark B. tell C. argue D. discuss
6. A. everybody B. somebody C. anybody D. nobody
7. A. opposes B. refuses C. denies D. offends
8. A. likely B. possible C. obliged D. willing
9. A. with B. as C. for D. over
10. A. should B. may C. must D. will
11. A. considered B. proved C. supposed D. related
12. A. point B. custom C. plan D. idea
13. A. ask B. take C. return D. come
14. A. little B. much C. few D. many
15. A. on B. during C. by D. over
16. A. allow B. force C. agree D. persuade
17. A. hurriedly B. fast C. soon D. slowly
18. A. lest B. until C. so D. although
19. A. no B. any C. such D. some
20. A. neither B. nor C. but D. or
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