Question

帮我翻译一下，翻译成英文，谢谢啊，很急的

If the industry were to manage inventory at the levels of its best performing publishers and booksellers, then it would enjoy a one-off reduction in inventory amounting to about $329 million. Assuming a cost of capital of 12 percent, this would translate into savings of approximately $39 million in working capital. Similarly, if the industry were to manage write offs at levels
currently recorded by its best performers, a saving of at least $9 million could be made each year.

The key to realising such reductions lies in two areas. First, visibility of network-wide inventory can be improved. At present, publishers are uncertain about their stock levels, the location of stock, how quickly it is moving and if, or to where, it should be reallocated. Inventory could be made visible across the supply chain, including stock in publishers’and booksellers’ warehouses, in stores and within channels of return. Second, publishers and booksellers could work together to bring greater transparency to the supply chain by leveraging continuous point-of-sale data. Continuous
sales data could be used in conjunction with inventory tracking so that stocks could be supplied to those outlets where sales volumes flag the need for stock. Initiatives such as these would also allow real-time information to
assist with decisions on print-runs, replenishment and stock reallocation. The end result would be a better match between supply and demand, thereby creating greater ‘wins’ for all participating booksellers and publishers. Booksellers would receive more timely fulfilment, lower lost sales and altogether better supply of the right books, at the right place and at the right time. Publishers would have fewer returns, lower stock-outs, higher inventory turns, lower write-offs and more timely reprints.

Answer 1

If the industry were to manage inventory at the levels of its best performing publishers and booksellers, then it would enjoy a one-off reduction in inventory amounting to about $329 million. Assuming a cost of capital of 12 percent, this would translate into savings of approximately $39 million in working capital. Similarly, if the industry were to manage write offs at levels
currently recorded by its best performers, a saving of at least $9 million could be made each year.
如果该行业能够在其表现最好的出版商和书籍经销商这个层次上去管理库存的话,就可以一次性减少其存货,节省金额达3亿2900万美圆。假设成本资金占12%的话，转化过来的营运资本节省金额可达到约3900万美圆。同样，如果该行业基于业内运营最好的单位目前的记录去管理勾销的话，每年的节省额即可达到900万美圆以上。
The key to realising such reductions lies in two areas. First, visibility of network-wide inventory can be improved. At present, publishers are uncertain about their stock levels, the location of stock, how quickly it is moving and if, or to where, it should be reallocated. Inventory could be made visible across the supply chain, including stock in publishers’and booksellers’ warehouses, in stores and within channels of return. Second, publishers and booksellers could work together to bring greater transparency to the supply chain by leveraging continuous point-of-sale data.
实现这样的一个缩减关键在于两方面。首先,经营网络范围内存货清单的能见度可以得到提高。目前，出版商对其库存水平，储备地点，周转速度以及再储备地点缺乏一个明确的把握。库存可以通过供给链表现出来，包括在退货渠道内出版商和经销商在仓库，书店的存储量。其次，出版商以及经销商可以联手通过对连续的销售点系统数据实施杠杆作用来提高供给链的透明度。
Continuous sales data could be used in conjunction with inventory tracking so that stocks could be supplied to those outlets where sales volumes flag the need for stock. Initiatives such as these would also allow real-time information to assist with decisions on print-runs, replenishment and stock reallocation. The end result would be a better match between supply and demand, thereby creating greater ‘wins’ for all participating booksellers and publishers. Booksellers would receive more timely fulfilment, lower cost sales and altogether better supply of the right books, at the right place and at the right time. Publishers would have fewer returns, lower stock-outs, higher inventory turns, lower write-offs and more timely reprints.
连续的销售数据可以用来配合存货清单的跟踪,这样一来存货就可以调到那些因销路很好而急需库存补给的批发商店去。诸如此类的主动举措还使实时信息得以有助于印刷经营，库存补给以及库存重新配置方面的决策。最终的结果便会是更加理想的供求关系，从而为各个环节的经销商和出版商带来更加丰厚的利润。书籍经销商得以实现更加及时的满足，更低成本的销售以及更好的，适时适地的缺书补给。出版商则会有更低的退货率和库存短缺率，更高的存货变动率，更低的销帐率并得以实现更加及时的重印。