後勤和運營是您將要實現的將想法變為現實的工作流程。如果您出於自己的計劃

後勤和運營是您將要實現的將想法變為現實的工作流程。如果您出於自己的計劃目的而編寫業務計劃，即使您可能不需要包括與尋求投資一樣的詳細程度，這仍然是要考慮的重要部分。涵蓋計劃運營的所有部分，包括：供應商。您從哪裡獲得生產所需的原材料，或者在哪裡生產產品？生產。您會製造，製造，批發或直接運送產品嗎？生產產品並運送給您需要多長時間？您將如何應對繁忙的季節或需求意外增加？設備。您和任何團隊成員將在哪里工作？您打算有實體零售空間嗎？如果是，在哪裡？設備。您需要什麼工具和技術才能啟動和運行？這包括從計算機到燈泡的所有內容，以及介於兩者之間的所有內容。運輸和履行。您將內部處理所有履行任務，還是使用第三方履行合作夥伴？庫存。您將保留多少錢，並將其存儲在哪裡？如果需要，您將如何將其運送給合作夥伴，以及如何跟踪進​​出庫存？本部分應向您的讀者表明，您已經對供應鏈有了紮實的了解，並製定了強有力的應急計劃以應對潛在的不確定性。如果您是您的讀者，那麼它應該為您做出其他重要決定提供依據，例如如何為產品定價以支付您的估計費用，以及計劃在什麼時候實現初始支出收支平衡。

結果 (英文) 1:

Logistics and operations that you are going to achieve the idea into reality workflow. If you are planning for their own purposes to write the business plan, even though you may not need to include investment and seek the same level of detail, it is still an important part to consider.

All part of the plan to cover operations, including:

supplier. You get the raw materials needed for production where, or production of goods Where?
produce. You will create, manufacture, wholesale or direct shipping product? Production and delivery of products to you how long it takes? How will you cope with the busy season or unexpected increase in demand?
device. You and any team members will work where? You are going to have a physical retail space? If so, where?
device. What tools and techniques you need to start and run? This includes everything from the computer to the bulb, and all the content in between.
Transportation and fulfillment. You will perform all internal processing tasks, or use a third party fulfillment partners?
in stock. You will retain much money and where to store it in? If needed, how will you be shipped to partners, and how to track into the stock?
This section should show your readers, you already have a solid understanding of the supply chain, and to develop a strong contingency plans to deal with potential uncertainty. If you are your readers, then it should provide a basis to make other important decisions for you, such as how to price products to cover your estimated costs, and plans to achieve break even at what time the initial outlay.

結果 (英文) 2:

Logistics and operations are the workflow you'll want to implement to turn ideas into reality. If you're writing a business plan for your own planning purposes, even if you may not need to include the same level of detail as you are looking for an investment, this is still an important part to consider.

Covers all parts of the planned operation, including:

Suppliers. Where do you get the raw materials you need to produce, or where do you produce your products?
Production. Do you manufacture, manufacture, ship products wholesale or directly? How long does it take to produce and ship the product to you? How will you cope with a busy season or an unexpected increase in demand?
Equipment. Where will you and any team members work? Do you plan to have physical retail space? If so, where is it?
Equipment. What tools and technologies do you need to get up and running? This includes everything from calculators to light bulbs, and everything in between.
transport and performance. Will you handle all fulfillment tasks internally, or will you use a third party to perform the partner?
Inventory. How much money will you keep and where will it be stored? If so, how will you ship it to partners and track in and out inventory?
This section should show your readers that you have a solid understanding of the supply chain and have a strong contingency plan in place to deal with potential uncertainties. If you're your reader, it should provide you with the basis for other important decisions, such as how to price your product to cover your estimated costs, and when you plan to break even on your initial expenses.

結果 (英文) 3:

Logistics and operations are the workflow you're going to implement to turn ideas into reality. If you write a business plan for your own purposes, this is still an important part to consider, even if you may not need to include the same level of detail as looking for an investment.
Covering all parts of the planned operation, including:
Supplier. Where do you get the raw materials you need to produce, or where do you produce the products?
Production. Do you manufacture, manufacture, wholesale or ship products directly? How long does it take to produce and ship the product to you? How will you cope with unexpected increases in busy seasons or demand?
Equipment. Where will you and any team members work? Do you plan to have physical retail space? If so, where?
Equipment. What tools and technologies do you need to start and run? This includes everything from the computer to the light bulb and everything in between.
Transportation and performance. Will you handle all fulfillment tasks internally, or will you use a third-party fulfillment partner?
Inventory. How much money will you keep and where will you store it? If so, how will you ship it to partners and track in and out of inventory?
This section should show your readers that you have a solid understanding of the supply chain and a strong contingency plan to deal with potential uncertainties. If you are your reader, it should provide you with the basis for other important decisions, such as how to price the product to cover your estimated costs, and when you plan to break even on your initial expenses.