Managing Transportation in a Supply Chain 【本著作除另有註明外，採取創用 CC 「姓名標示 －非商業性－相同方式分享」台灣 3.0 版授權釋出】創用 CC 「姓名標示 －非商業性－相同方式分享」台灣 3.0 版 第十一單元 (2) ： Managing Transportation in a Supply Chain 1 蔣明晃教授

Outline ►Factors affecting transportation decision ►Key modes of transport and major issues ►Transportation System Design ►Tradeoffs in transportation design 》 Transportation and inventory: Choice of mode 》 Transportation and inventory: Consolidation 》 Transportation and service: Transit points at Merloni ►Tailored Transportation ►Routing and scheduling in transportation 2

Factors Affecting Carrier Decisions ►Vehicle-related cost: lease or purchase the vehicles ►Fixed operating cost: terminals, airport gates, and labor ►Trip-related cost: length, duration ►Quantity related cost: loading, unloading, proportion of fuel ►Overhead cost: planning, scheduling, IT investments 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依 據 Microsoft 服務合約及著作 權法第 46 、 52 、 65 條合理 使用。 Microsoft 服務合約 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約及著作權法 第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 3

Factors Affecting Shippers Decisions ►Transportation cost ►Inventory cost ►Facility cost ►Processing cost ►Service level cost: delivery commitment 本作品轉載自 Microsoft Office 2007 多媒體藝廊， 依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約及著作權法 第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 本作品轉載自 Microsoft Office 2007 多 媒體藝廊，依 據 Microsoft 服 務合約及著作 權法第 46 、 52 、 65 條合理使用。 Microsoft 服 務合約 4

Transportation Modes ►Trucks 》 TL 》 LTL ►Rail 》 Carload ►Air ►Package Carriers ►Water ►Pipeline ►Intermodal 本作品轉載自 Microsoft Office 2007 多媒體藝廊， 依據 Microsoft 服務合約及 著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務 合約及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務 合約 5

►Average revenue per ton mile (1998) = 9.13 cents ►Average haul = 289 miles ►Average Capacity = 42, ,000 lb. ►Low fixed and variable costs ►Major Issues 》 Utilization: economies of scale 》 Consistent service 》 Backhauls Truckload (TL) 本作品轉載自 Microsoft Office 2007 多媒體藝 廊，依據 Microsoft 服務合約及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 6

Less Than Truckload (LTL) ►Average revenue per ton-mile (1998) = cents ►Average haul = 629 miles ►Higher fixed costs (terminals) and low variable costs ►Major Issues 》 Location of consolidation facilities 》 Utilization (load assignment) 》 scheduling and routing of pickup and delivery 》 Customer service 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合 約及著作權法第 46 、 52 、 65 條合理 使用。 Microsoft 服務合 約 本作品轉載自 Microsoft Office 2007 多媒體藝廊， 依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 7

►Average revenue / ton-mile (1998) = 2.40 cents ►Average haul = 722 miles ►Average load = 80 tons ►Key Issues 》 Scheduling to minimize delays / improve service 》 Off track delays (at pick up and delivery end) 》 Yard operations 》 Variability of delivery times ►Average revenue / ton-mile (1998) = 2.40 cents ►Average haul = 722 miles ►Average load = 80 tons ►Key Issues 》 Scheduling to minimize delays / improve service 》 Off track delays (at pick up and delivery end) 》 Yard operations 》 Variability of delivery times Rail 8

>Average revenue / ton-mile (1998) = cents >Average haul = 1260 miles >Key Issues 》 Location/Number of hubs 》 Location of fleet bases / crew bases 》 Schedule optimization 》 Fleet assignment 》 Maintenance schedule 》 Crew scheduling 》 Yield management (price management) >Average revenue / ton-mile (1998) = cents >Average haul = 1260 miles >Key Issues 》 Location/Number of hubs 》 Location of fleet bases / crew bases 》 Schedule optimization 》 Fleet assignment 》 Maintenance schedule 》 Crew scheduling 》 Yield management (price management) Air 9

>Expensive but offer rapid, reliable service >Value-added services: 》 Order tracking 》 One-stop shipping >Key factors: 》 Consolidation of shipments 》 Location and capacity of transfer points 》 Information capability >Expensive but offer rapid, reliable service >Value-added services: 》 Order tracking 》 One-stop shipping >Key factors: 》 Consolidation of shipments 》 Location and capacity of transfer points 》 Information capability Package Carriers 10

>Revenue/Ton-Mile (1998) = 0.73 cents >Average length of haul: 》 Rivers/Canals 481 》 Great lakes 509 》 Coastwise 1653 >Issue: 》 Delays at ports, customs 》 Management of containers used >Revenue/Ton-Mile (1998) = 0.73 cents >Average length of haul: 》 Rivers/Canals 481 》 Great lakes 509 》 Coastwise 1653 >Issue: 》 Delays at ports, customs 》 Management of containers used Water 11

>Transport petroleum and related products, natural gas >Revenue/Ton-Mile (1998): 1.37 >Average length of haul 》 Crude 761 》 Products 394 >Stable and large flow applied >Transport petroleum and related products, natural gas >Revenue/Ton-Mile (1998): 1.37 >Average length of haul 》 Crude 761 》 Products 394 >Stable and large flow applied Pipeline 12

>Use more than one mode of transportation to move a shipment to destination >Examples: piggyback, fishyback, birdyback >Key issues: 》 Exchange of information to facilitate shipment transfer between different modes >Use more than one mode of transportation to move a shipment to destination >Examples: piggyback, fishyback, birdyback >Key issues: 》 Exchange of information to facilitate shipment transfer between different modes Intermodal 13

>Replenishment size close to TL Design Options for Transportation Network --- Direct Shipment Network 14

>Eliminate warehouse and consolidate the shipments from suppliers or to customers Design Options for Transportation Network --- Direct Shipping with Mike Runs 15

>Reduce inbound costs >Cross-ducking >Reduce inbound costs >Cross-ducking DC Design Options for Transportation Network --- Via Central Distribution Center 16

>Consolidate local small shipments DC Design Options for Transportation Network --- Via Distribution Center Using Mike Runs 17

ConsPros Highest coordination complexity Best matches needs of individual product and store Tailored network Further increase in coordination complexity Lower outbound cost for small lots Via DC using milk run Increased coordination complexity Very low inventory Lower cost through consolidation Via central DC with cross-dock Increased inventory cost Increased handling at DC Lower inbound transportation cost Via central DC with inventory storage Increased coordination complexity Lower cost for small lots Lower inventories Direct shipping with milk run Large shipping lot sizeSimple to coordinateDirect shipping Pros and Cons of Different Transportation Networks 18

>Transportation and inventory tradeoff 》 Choice of transportation modes 》 Inventory aggregation >Transportation cost and customer responsiveness trade-off >Transportation and inventory tradeoff 》 Choice of transportation modes 》 Inventory aggregation >Transportation cost and customer responsiveness trade-off Trade-Offs in Transportation Design 19

621435Transportation time Transportation cost In-transit inventory Safety inventory Lot size WaterAirPackag e LTLTLRail Impact of Transportation Modes 20

>Annual demand = 120,000 motors >Cost per motor = $120 >Each motor weighs 10 pounds >Current order size = 3,000 motors >Safety stock carried = 50% of demand during delivery lead time >Holding cost = 25%, annual cost of H = $120  0.25 = $30 >Annual demand = 120,000 motors >Cost per motor = $120 >Each motor weighs 10 pounds >Current order size = 3,000 motors >Safety stock carried = 50% of demand during delivery lead time >Holding cost = 25%, annual cost of H = $120  0.25 = $30 Choice of Mode: Eastern Electric Corporation 21

Golden Freightways (new) – 400Golden Freightways – 250Golden Freightways – 150Golden Freightways Northeast Trucking AM railroad Shipping Cost ($/cwt.)Range of Quantity Shipped (cwt.) Carrier Eastern Electric Corporation 22

>Minimum shipment 20,000 lb. or 2,000 motors. Replenishment lead time L = = 6 days. Q = 2,000 motors >Cycle inventory = Q/2 = 2,000/2 = 1,000 >Safety inventory = L/2 = (6/2)(120,000/365) = 986 >In-transit inventory = 120,000 (5/365) = 1,644 >Total average inventory = 1, ,644 = 3,630 >Annual holding cost using AM Rail = 3,630  30 = $108,900 >Annual transportation cost = 120,000  0.65 = $78,000 >Total annual cost for inventory and transportation using AM Rail is $186,900 >Minimum shipment 20,000 lb. or 2,000 motors. Replenishment lead time L = = 6 days. Q = 2,000 motors >Cycle inventory = Q/2 = 2,000/2 = 1,000 >Safety inventory = L/2 = (6/2)(120,000/365) = 986 >In-transit inventory = 120,000 (5/365) = 1,644 >Total average inventory = 1, ,644 = 3,630 >Annual holding cost using AM Rail = 3,630  30 = $108,900 >Annual transportation cost = 120,000  0.65 = $78,000 >Total annual cost for inventory and transportation using AM Rail is $186,900 Example: AM Rail Proposal 23

Eastern Electric Corporation 24

>As a result of physical aggregation 》 Inventory costs decrease 》 Inbound transportation cost decreases 》 Outbound transportation cost increases >Applications: 》 Inventory and facility costs are higher 》 Products with large value-to-weight ratio or high demand uncertainty or customer orders are larger >As a result of physical aggregation 》 Inventory costs decrease 》 Inbound transportation cost decreases 》 Outbound transportation cost increases >Applications: 》 Inventory and facility costs are higher 》 Products with large value-to-weight ratio or high demand uncertainty or customer orders are larger Physical Inventory Aggregation: Inventory vs. Transportation cost 25

>Highval (worth $200,.1 lbs/unit) demand in each of 24 territories,  H = 2,  H = 5 >Lowval (worth $30/unit, 0.04 lbs/unit) demand in each territory,  L = 20,  L = 5 >CSL in each territory is for each product. Holding cost is 25%. >UPS rate: $ x (every 4 weeks for replenishments) >Highval (worth $200,.1 lbs/unit) demand in each of 24 territories,  H = 2,  H = 5 >Lowval (worth $30/unit, 0.04 lbs/unit) demand in each territory,  L = 20,  L = 5 >CSL in each territory is for each product. Holding cost is 25%. >UPS rate: $ x (every 4 weeks for replenishments) Inventory Aggregation at HighMed 26

>Option A: keep the current but start replenishing inventory once a week >Option B: Eliminate inventories in the territories, aggregate all inventories in a finished goods warehouse at Madison, and replenish the warehouse once a week 》 FedEx rate: $ x (one-week lead time to replenish goods at Madison. An average customer order is for 1 unit of HighVal and 10 units of LowVal) >Option A: keep the current but start replenishing inventory once a week >Option B: Eliminate inventories in the territories, aggregate all inventories in a finished goods warehouse at Madison, and replenish the warehouse once a week 》 FedEx rate: $ x (one-week lead time to replenish goods at Madison. An average customer order is for 1 unit of HighVal and 10 units of LowVal) Inventory Aggregation at HighMed 27

>Current situation: 》 Replenishment lead time L = 1 week 》 Reorder interval T = 4 weeks 》 CSL = 》 HighVal inventory costs at each territory: 5Average lot size Q H = 4  2 = 8 5Safety stock = F -1 (CSL)   T+L = F -1 (0.997)  = Total inventory = 8 / = 34.7 》 For 24 territories, HighVal invetory = 34.7  24 = 》 LowVal inventory costs at each territory: 5Average lot size Q L = 4  20 = 80 5Safety stock = F -1 (CSL)   T+L = F -1 (0.997)  = Total inventory = 80 / = 70.7 》 For 24 territories, HighVal invetory = 70.7  24 = >Current situation: 》 Replenishment lead time L = 1 week 》 Reorder interval T = 4 weeks 》 CSL = 》 HighVal inventory costs at each territory: 5Average lot size Q H = 4  2 = 8 5Safety stock = F -1 (CSL)   T+L = F -1 (0.997)  = Total inventory = 8 / = 34.7 》 For 24 territories, HighVal invetory = 34.7  24 = 》 LowVal inventory costs at each territory: 5Average lot size Q L = 4  20 = 80 5Safety stock = F -1 (CSL)   T+L = F -1 (0.997)  = Total inventory = 80 / = 70.7 》 For 24 territories, HighVal invetory = 70.7  24 = Inventory Aggregation at HighMed 28

>Current situation: 》 Annual inventory holding cost = (832.8  $  $30 )  0.25 = $54,366 》 Transportation cost: 5Average weight of each replenishment order = 0.1 Q H Q L = 0.1   80 = 4 lbs 5Shipping cost per replenishment order $ $0.26  4 = $1.7 》 Annual transportation cost for 24 territories = $1.7  13  24 = $530.4 》 Total cost = $54,366 + $530.4 = $54,896.4 >Current situation: 》 Annual inventory holding cost = (832.8  $  $30 )  0.25 = $54,366 》 Transportation cost: 5Average weight of each replenishment order = 0.1 Q H Q L = 0.1   80 = 4 lbs 5Shipping cost per replenishment order $ $0.26  4 = $1.7 》 Annual transportation cost for 24 territories = $1.7  13  24 = $530.4 》 Total cost = $54,366 + $530.4 = $54,896.4 Inventory Aggregation at HighMed 29

$22,938$30,943$54,896Total annual cost $14,464$1,148$530Annual transportation cost 0.5 lb.1 lb.4 lbsShipment weight 1 HighVal + 10 LowVal 2 HighVal + 20 LowVal 8 HighVal + 80 LowVal Shipment size Customer orderReplenishment Shipment type $8,474$29,795$54,366Annual inventory cost units706 units1,696.8 unitsLowVal inventory 95.2 units466 units736.8 unitsLowVal safety inventory 240 units 960 unitsLowVal cycle inventory units490 units832.8 unitsHighVal inventory 95.2 units466 units736.8 unitsHighVal safety inventory 24 units 96 unitsHighVal cycle inventory 1 week 4 weeksReorder interval 124 Number of stocking locations Option BOption ACurrent Scenario Inventory Aggregation at HighMed 30

>If shipment size to customer is 0.5H + 5L, total cost of option 2 increases to $36,729. 》 Average weight of each customer order = 0.1   5 = 0.25 lbs 》 Shipping cost per customer order = $  0.25 = $5.66 》 Number of customer orders per territory per week = 4 》 Total customer order per year = 4  24  52 = 4,992 》 Annual transportation cost = 4,992  5.66 = $28,255 》 Total annual cost = $8,474 + $28,255 = $36,729 >If shipment size to customer is 0.5H + 5L, total cost of option 2 increases to $36,729. 》 Average weight of each customer order = 0.1   5 = 0.25 lbs 》 Shipping cost per customer order = $  0.25 = $5.66 》 Number of customer orders per territory per week = 4 》 Total customer order per year = 4  24  52 = 4,992 》 Annual transportation cost = 4,992  5.66 = $28,255 》 Total annual cost = $8,474 + $28,255 = $36,729 Inventory Aggregation at HighMed 31

>Inventory aggregation decision must account for inventory and transportation costs. Inventory aggregation decreases supply chain costs if the product has a high value to weight ratio, high demand uncertainty, customer orders are large. If a product has a low value to weight, low demand uncertainty, or customer orders are small, inventory aggregation may increase SC costs. Key Points 32

>High responsiveness  high trans cost >Example: Alloy steel 》 Ship using an LTL with charge x, charge $10 per customer delivery 》 Currently ship on the day that order received, allow two days in transit, the response time is 2 days >High responsiveness  high trans cost >Example: Alloy steel 》 Ship using an LTL with charge x, charge $10 per customer delivery 》 Currently ship on the day that order received, allow two days in transit, the response time is 2 days Trade-off between Transportation Cost and Customer Responsiveness 33

18,44219,60324,10023,37020,6332,15839,171Week 2 25,3778,38120,26326,19211,31617,47019,970Week 1 Day 7Day 6Day 5Day 4Day 3Day 2Day 1 Daily demand at Alloy Steel 34

Quantity Shipped and Transportation Cost 35

>Factors affecting tailoring 》 Customer distance and density 》 Customer size 》 Product demand and value >Factors affecting tailoring 》 Customer distance and density 》 Customer size 》 Product demand and value Tailored Transportation 36

LTL or package carrier LTL carrier Crossdock with milk runs Medium distance Package carrierThird-party milk run or LTL carrier Low density LTL or package carrier Third-party milk run Medium density Crossdock with milk runs (public fleet) Private fleet with milk runs High density Long distanceShort distance Tailored Transportation--- by Customer Density and Distance 37

>Large customer: TL carrier >Smaller customer: LTL carrier or milk run 》 Depends on distance and number of deliveries >Visit larger customers with higher frequency than small customers >Large customer: TL carrier >Smaller customer: LTL carrier or milk run 》 Depends on distance and number of deliveries >Visit larger customers with higher frequency than small customers Tailored Transportation--- by Size of Customer 38

Aggregate only safety stock. Use inexpensive mode of transportation for replenishment cycle inventory Aggregate all inventories. If needed, use mode of transportation for filling customer orders Low Demand Disaggregate all inventories and use inexpensive mode for replenishment inventory Disaggregate cycle inventory and aggregate safety inventory. Inexpensive mode for replenishing cycle inventory and fast mode for safety stock High Demand Low ValueHigh ValueProduct Type Tailored Transportation--- by Product Demand and Value 39

>Two approaches: 》 Saving Matrix Method 》 Generalized Assignment Method >Two approaches: 》 Saving Matrix Method 》 Generalized Assignment Method Routing and Scheduling in Transportation 40

Vehicle Routing 41

>Step 1: identify the distance matrix >Step 2: identify the saving matrix 》 S (x, y) = Dist (DC, x) + Dist (DC, y) – Dist (x, y) >Step 3: assign customers to vehicles or routes 》 Initially, each customer assigned to a separate route 》 Two routes combined into a feasible route if the total deliveries across both routes don’t exceed the vehicle’s capacity 》 Combine routes with the highest savings into a new feasible route. 》 The procedure continues until no more combinations are feasible >Step 4: sequence customers within routes 》 Sequence customer visits to minimize the distance each vehicle travels >Step 1: identify the distance matrix >Step 2: identify the saving matrix 》 S (x, y) = Dist (DC, x) + Dist (DC, y) – Dist (x, y) >Step 3: assign customers to vehicles or routes 》 Initially, each customer assigned to a separate route 》 Two routes combined into a feasible route if the total deliveries across both routes don’t exceed the vehicle’s capacity 》 Combine routes with the highest savings into a new feasible route. 》 The procedure continues until no more combinations are feasible >Step 4: sequence customers within routes 》 Sequence customer visits to minimize the distance each vehicle travels Procedures of Saving Matrix Method 42

Vehicle Routing 43

Vehicle Routing 44

>Route Sequencing Procedure 》 Farthest insert: given a trip for each remaining customer, find the min increase in length for this customer to be inserted from all the potential points in the trips. Choose to insert the customer with the largest min increase to form a new trip. Continue until all remaining customers are included. 》 Nearest insert: given a trip for each remaining customer, find the min increase in length for this customer to be inserted from all the potential points in the trips. Choose to insert the customer with the smallest min increase to form a new trip. Continue until all remaining customers are included. 》 Nearest neighbor: start at DC, add the closest customer to extend the trip. 》 Sweep: any point selected and a line swept either clockwise or counterclockwise from the point. Sequence the customers in the order they are encountered during the sweep. >Route Sequencing Procedure 》 Farthest insert: given a trip for each remaining customer, find the min increase in length for this customer to be inserted from all the potential points in the trips. Choose to insert the customer with the largest min increase to form a new trip. Continue until all remaining customers are included. 》 Nearest insert: given a trip for each remaining customer, find the min increase in length for this customer to be inserted from all the potential points in the trips. Choose to insert the customer with the smallest min increase to form a new trip. Continue until all remaining customers are included. 》 Nearest neighbor: start at DC, add the closest customer to extend the trip. 》 Sweep: any point selected and a line swept either clockwise or counterclockwise from the point. Sequence the customers in the order they are encountered during the sweep. Sequence Customers within Routes 45

>2-OPT: 》 Start with a trip and break it at two places which results in two separated paths. Reconnect in two possible ways. 》 The length of each reconnection is evaluated and smaller of the two is used to define a new trip. Continue until no further improvement results. >3-OPT: 》 Break a trip at three points which results in three paths and reconnect to form up to 8 possible ways. 》 The length of each reconnection is evaluated and shortest trip is retained. Continue until no further improvement results. >2-OPT: 》 Start with a trip and break it at two places which results in two separated paths. Reconnect in two possible ways. 》 The length of each reconnection is evaluated and smaller of the two is used to define a new trip. Continue until no further improvement results. >3-OPT: 》 Break a trip at three points which results in three paths and reconnect to form up to 8 possible ways. 》 The length of each reconnection is evaluated and shortest trip is retained. Continue until no further improvement results. Routes Improvement Procedures 46

>Step 1: assign seed points for each route >Step 2: evaluate insertion cost for each route >Step 3: assign customers to routes >Step 4: sequence customers within routes >Step 1: assign seed points for each route >Step 2: evaluate insertion cost for each route >Step 3: assign customers to routes >Step 4: sequence customers within routes Generalized Assignment Method 47

5c ij = insertion cost of customer i and seed point k 5a i = order size from customer i 5b k = capacity of vehicle k 5y ik = 1 if customer i is assigned to vehicle k 5c ij = insertion cost of customer i and seed point k 5a i = order size from customer i 5b k = capacity of vehicle k 5y ik = 1 if customer i is assigned to vehicle k Assignment Problem Formulation 48

>Align transportation strategy with competitive strategy >Appropriate combination of in-house and outsourced transportation >Design a transportation network that can handle e- commerce >Use technology to improve performance >Design flexibility into transportation network >Align transportation strategy with competitive strategy >Appropriate combination of in-house and outsourced transportation >Design a transportation network that can handle e- commerce >Use technology to improve performance >Design flexibility into transportation network Making Transportation Decisions in Supply Chain 49

版權聲明 頁碼作品授權條件作者 / 來源 3 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 3 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 3 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 4 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 4 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 4 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 5 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 50

版權聲明 頁碼作品授權條件作者 / 來源 5 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 6-7 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 7 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 7 本作品轉載自 Microsoft Office 2007 多媒體藝廊，依據 Microsoft 服務合約 及著作權法第 46 、 52 、 65 條合理使用。 Microsoft 服務合約 51