第三方物流外文文献(原文与翻译)培训课件
第三方物流外文文献(原文与翻译)
我国第三方物流中存在的问题、原因及战略选择【摘要】我国物流业发展刚刚起步，第三方物流的理论和实践等方面都比较薄弱。
本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。
分析了产生上述问题的原因，并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战略等三种可供选择的第三方物流企业发展战略。
【关键词】第三方物流；精益物流战略；价值链联盟；虚拟化战略1引言长期以来，我国国内企业对采购、运输、仓储、代理、包装、加工、配送等环节控制能力不强，在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。
因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。
本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。
物流的定义在完成商业交易之后,物流将以最低成本和最高效益的方式执行将商品从供应商(卖方)流转到顾客(买方)的过程。
这就是物流的定义。
在物流过程中,既需要诸如物流设施和设备(物流运输工具等)的硬件,也需要对物流实施信息化管理进行物流标准化。
此外,政府和物流组织的支持也不可或缺。
物流的三大主要功能(1)创造时间价值:同种商品因所处时间的不同而有着不同的价值。
在商品流转过程中,往往会处于某种停滞的状态,物流的专业术语就称之为储存。
储存创造了商品的时间价值。
(2)创造场所价值: 同种商品因所处位置的不同而有着不同的价值。
这种因商品流转过程中而产生的附加增值称之为物流的场所价值。
(3) 同配送加工价值:有时,物流活动也能创造配送加工价值,这种物流加工主要改变商品的长度、厚度和包装形态。
物流中经常提到的“分割成更小的部分”就是配送加工中最为常见的形式。
大多数物流加工都能创造商品的附加价值。
2.物流作为新兴的商务领域,经历了从传统物流向现代物流发展的两个阶段。
第三方物流培训讲义(PPT 67页)
物资需求方
第三方物流 第一方物流
第二方物流
根据物流承担方不同，以及社会组织在物流过程 中扮演的角色不同，划分不同方物流。
6
第一节 第三方物流的概念和产生背景
第一方物流(First Party Logistics, 1PL) 由物资提供者自己承担向物资需求者提供物流服 务，以实现物资空间转移。 思考： 第一方物流存在的优缺点
28
第二节 第三方物流的服务内容与发展模式
第三方物流运输服务：
如： 汽车运输
铁路运输
零担运输
包裹/集装箱
专一承运
运输设备
多式联运
司机
水运
29
第二节 第三方物流的服务内容与发展模式
第三方物流仓储服务： 如: 越库 包装/次及组装 完善 分货管理 存货及管理 位置服务
30
第二节 第三方物流的服务内容与发展模式
23
第二节 第三方物流的服务内容与发展模式
专业化、社会化的第三方物流的承担者是 物流企业。 功能性物流企业 某一项或几项物流功能 综合性物流企业 多项甚至所有的物流功能
24
第二节 第三方物流的服务内容与发展模式
按照一般物流企业习惯角度，将常见的物 流活动分为运输、仓储/配送、信息服务、 增值服务四大类。
（3）行业集中度较低 2006年，中国第三方物流市场大约有18000多
个服务商和终端，排名前10位的服务商占市场 总额仅约13%，且没有一家物流企业市场份额 超过2%。 我国物流行业尚未实现充分的整合。
21
第一节 第三方物流的概念和产生背景
我国对于第三方物流的政策支持 《中华人民共和国国民经济和社会发展第十一个 五年规划纲要》 《安徽省“十一五”服务业发展规划》
第三方物流成本中英文对照外文翻译文献
中英文对照外文翻译The application of third party logistics to implement theJust-In-Time system with minimum cost under a global environmentAbstractThe integration of the Just-In-Time (JIT) system with supply chain management has been attracting more and more attention recently. Within the processes of the JIT system, the upstream manufacturer is required to deliver products using smaller delivery lot sizes, at a higher delivery frequency. For the upstream manufacturer who adopts sea transportation to deliver products, a collaborative third party logistics (3PL) can act as an interface between the upstream manufacturer and the downstream partner so that the products can be delivered globally at a lower cost to meet the JIT needs of the downstream partner. In this study, a quantitative JIT cost modelassociated with the application of third party logistics is developed to investigate the optimal production lot size and delivery lot size at the minimum total cost. Finally, a Taiwanese optical drive manufacturer is used as an illustrative case study to demonstrate the feasibility and rationality of the model.1. IntroductionWith the globalization of businesses, the on-time delivery of products through the support of a logistics system has become more and more important. Global corporations must constantly investigate their production systems, distribution systems, and logistics strategies to provide the best customer service at the lowest possible cost.Goetschalckx, Vidal, and Dogan (2002) stated that long-range survival for international corporations will be very difficult without a highly optimized, strategic, and tactical global logistics plan. Stadtler (2005) mentions that the activities and processes should be coordinated along a supply chain to capture decisions in procurement, transportation, production and distribution adequately, and many applications of supplychain management can be found in the literature (e.g. Ha and Krishnan, 2008, Li and Kuo, 2008 and Wang and Sang, 2005). Recently, the study of the Just-In-Time (JIT) system under a global environment has attracted more attention in the Personal Computer (PC) related industries because of the tendency towards vertical disintegration. The JIT system can be implemented to achieve numerous goals such as cost reduction, lead-time reduction, quality assurance, and respect for humanity (Monden, 2002). Owing to the short product life cycle of the personal computer industry, downstream companies usually ask their upstream suppliers to execute the JIT system, so that the benefits, like the risk reduction of price loss incurred from inventory, lead times reduction, on-time delivery, delivery reliability, quality improvement, and lowered cost could be obtained (Shin, Collier, & Wilson, 2000). According to the JIT policy, the manufacturer must deliver the right amount of components, at the right time, and to the right place (Kim & Kim, 2002). The downstream assembler usually asks for higher delivery frequency and smaller delivery lot sizes so as to reduce his inventory cost in the JIT system (Kelle, khateeb, & Miller, 2003). However, large volume products are conveyed using sea transportation, using larger delivery lotsizes to reduce transportation cost during transnational transportation. In these circumstances, corporations often choose specialized service providers to outsource their logistics activities for productivity achievement and/or service enhancements (La Londe & Maltz, 1992). The collaboration of third party logistics (3PL) which is globally connected to the upstream manufacturer and the downstream assembler will be a feasible alternative when the products have to be delivered to the downstream assembler through the JIT system. In this study, the interaction between the manufacturer and the 3PL will be discussed to figure out the related decisions such as the optimal production lot size of the manufacturer and the delivery lot size from the manufacturer to the 3PL, based on its contribution towards obtaining the minimum total cost. In addition, the related assumptions and restrictions are deliberated as well so that the proposed model is implemented successfully. Finally, a Taiwanese PC-related company which practices the JIT system under a global environment is used to illustrate the optimal production lot size and delivery lot size of the proposed cost model.2. Literature reviewThe globalization of the network economy has resulted in a whole new perspective of the traditional JIT system with the fixed quantity-period delivery policy (Khan & Sarker, 2002). The fixed quantity-period delivery policy with smaller quantities and shorter periods is suitable to be executed among those companies that are close to each other. However, it would be hard for the manufacturer to implement the JIT system under a global environment, especially when its products are conveyed by transnational sea transportation globally. Therefore, many corporations are trying to outsource their global logistics activities strategically in order to obtain the numerous benefits such as cost reduction and service improvement. Hertz and Alfredsson (2003) have stated that the 3PL, which involves a firm acting as a middleman not taking title to the products, but to whom logistics activities are outsourced, has been playing a very important role in the global distribution network. Wang and Sang (2005) also mention that a 3PL firm is a professional logistics company profiting by taking charge of a part or the total logistics in the supply chain of a focal enterprise. 3PL also connects the suppliers, manufacturers, and the distributors in supply chains and provide substance movement andlogistics information flow. The core competitive advantage of a 3PL firm comes from its ability to integrate services to help its customers optimize their logistics management strategies, build up and operate their logistics systems, and even manage their whole distribution systems (Wang & Sang, 2005). Zimmer (2001) states that production depends deeply on the on-time delivery of components, which can drastically reduce buffer inventories, when JIT purchasing is implemented. When the manufacturer has to comply with the assembler under the JIT system, the inventories of the manufacturer will be increased to offset the reduction of the assembler’s inventories (David and Chaime, 2003, Khan and Sarker, 2002 and Sarker and Parija, 1996).The Economic Order Quantity (EOQ) model is widely used to calculate the optimal lot size to reduce the total cost, which is composed of ordering cost, setup cost, and inventory holding cost for raw materials and manufactured products (David and Chaime, 2003, Kelle et al., 2003, Khan and Sarker, 2002 and Sarker and Parija, 1996). However, some issues such as the integration of collaborative 3PL and the restrictions on the delivery lot size by sea transportation are not discussedfurther in their studies. For the above involved costs, David and Chaime (2003) further discuss a vendor–buyer relationship to include two-sided transportation costs in the JIT system. Koulamas, 1995 and Otake et al., 1999 describe that the annual setup cost is equal to the individual setup cost times the total number of orders in a year. McCann, 1996 and Tyworth and Zeng, 1998 both state that the transportation cost can be affected by freight rate, annual demand, and the products’ weight. Compared to the above studies which assume that the transportation rate is constant per unit, Swenseth and Godfrey (2002) assumed that the transportation rate is constant per shipment, which will result in economies of scale for transportation. Besides, McCann (1996) presented that the total logistics costs are the sum of ordering costs, holding costs, and transportation costs. A Syarif, Yun, and Gen (2002) mention that the cost incurred from a distribution center includes transportation cost and operation cost. Taniguchi, Noritake, Yamada, and Izumitani (1999) states that the costs of pickup/delivery and land-haul trucks should be included in the cost of the distribution center as well. The numerous costs involved will be formulated in different ways when the manufacturer operates the JIT system associatedwith a collaborative 3PL under a global environment. Kreng and Wang (2005) presented a cost model, which can be implemented in the JIT system under a global environment, to investigate the most appropriate mode of product delivery strategy. They discussed the adaptability of different transportation means for different kinds of products. In this study, the implementation of sea transportation from the manufacturer to the 3PL provider will be particularized, and the corresponding cost model will also be presented to obtain the minimum total cost, the optimal production lot size, and the optimal delivery lot size from the manufacturer to the 3PL provider. Finally, a Taiwanese company is used for the case study to illustrate and explore the feasibility of the model.3. The formulation of a JIT cost model associated with the 3PL Before developing the JIT cost model, the symbols and notations used throughout this study are defined below:B3PL’s pickup cost per unit product (amount per unit)Cj3PL’s cost of the j th transportation container type, where j= 1, 2, 3,…,n (amount per year)DP annual demand rate of the product (units per year)Dr annual demand of raw materials (units per year)D customers’ demand at a specific interval (units per shipment)E annual inventory holding cost of 3PL (amount per year)F transportation cost of the j th transportation containertype from the manufacturer to the 3PL, where j= 1, 2, 3, …, n (amount per lot)F freight rate from the 3PL provider to the assembler (amount per kilogram)Hp inventory holding cost of a unit of the product (amount per year)Hr inventory holding cost of raw materials per unit (amount per year)Ij average product inventory of the j th transportation container type in the manufacturer, where j= 1, 2,3, …, n (amount per year)I annual profit margin of 3PL (%)K ordering cost (amount per order)Kj number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is Qj with the j th transportation container type, where j= 1, 2, 3, …, n(kj=Qj/d)M∗ optimal number of shipments that manufacturer delivers with the optimal total costactual number of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nMj number of shipments of the j th transportation container type, where j= 1, 2, 3, …, nnumber of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nN∗ optimal production lot size of the manufacturer (units per lot)optimal production lot size of the j th transportation container type, where j= 1, 2, 3, …, n(units per lot)Nj production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nr ordering quantity of raw material (units per order)P production rate of product (units per year)maximum delivery lot size of the j th transportation container type, where j= 1, 2, 3, …, n(units per lot)q∗ optimal delivery lot size of the manufacturer (units per lot)qj actual delivery lot size of the j th transportation container type, where j= 1, 2, 3, …,n (units per lot)Rj loading percentage of the j th transportation container type, where j= 1, 2, 3, …,n(Rj=qj/Qj)Rj real number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is qj with the j th transportation container type, where j= 1, 2, 3, …,n(rj=qj/d)S setup cost (amount per setup)W weight of product (kilogram per unit)Λ quantity of raw materials required in producing one unit of a product (units)Tomas and Griffin (1996) considered that a complete supply chain should consist of five participants, including the raw materials supplier, the manufacturer, the assembler, the warehouse operator, and the consumer. This study mainly focuses on the relationships among the manufacturer, the 3PL provider and the assembler within the JIT system under a global environment. In order to achieve the fixed quantity-period JIT delivery policy, which implies that the actual delivery lot size has to be determined by identifying the downstream assembler’s needs instead of the upstream manufacture’s economical delivery lot size, higher transportation costs with higher delivery frequency are necessary. Since the JIT system are more appropriately executed among those companies that are close to each other, a collaborative 3PL connected the upstream manufacture with the downstream assembler is necessary when the products have to be delivered from the upstream manufacture to the downstream assembler by sea transportation over a long distance. This study proposes a JIT cost model to obtain the optimal production lot size, the actual delivery lot size, the most suitable transportation container type, and the exact number of shipments from the manufacturer to the 3PL provider at the minimum total cost.This study makes assumptions of the JIT system as follows: (1) There is only one assembler and only one manufacturer for each product.(2) The production rate of the manufacturer is uniform,finite, and higher than the demand rate of the assembler.(3) There is no shortage and the quality is consistent in both raw materials and products.(4) The demand for products that the assembler receives is fixed and is at regular intervals.(5) Qj is much greater than demand at a regular interval,d.(6) The transportation rates from the manufacturer to the 3PL and from the 3PL to the assembler are computed by the number of shipments and the product’s weight, respectively, and, (7) The space of the manufacturer’s warehouse is sufficient for keeping all inventories of products that the manufacturer produces.According to the above assumptions from (1), (2), (3) and (4), Fig. 1 illustrates the relationships among the manufacturer, the 3PL provider, and the assembler, where the Fig. 1 represents the inventory of manufacturer’s raw materials, the inventoryof products inside the manufacturer, the inventory of the 3PL provider, and the inventory of the assembler from top to bottom (Kreng & Wang, 2005). This study also adopts the Fig. 1 to demonstrate the collaboration of the 3PL provider which will be an interface connecting the manufacturer and the assembler. During the period T1, the inventory of products with the manufacturer will be increased gradually because the production quantity is larger than the demand quantity. However, during the period T2, the inventory of products will be decreased because the production has been stopped.中文翻译：在全球环境下第三方物流以最小的成本实现了Just-In-Time系统的应用摘要：JUST-IN-TIME（JIT）系统，供应链管理的整合，最近已经吸引了越来越多的关注。
物流英语课件之：第三方物流
Characteristics of 3PL Perform outsourced logistics activities Process management / Multiple activities More customized services Mutually beneficial and risk-sharing relationship Long-term commitments (1~ 3 years)
Logistics Integrators:
full responsibility for key supply chain operations rate negotiation
6
Benefits of out-sourcing the logistics function
①improve company focus ②cash infusion ③access to world-class capabilities and new logistics technology ④accelerated reengineering benefits ⑤reduce and control operating costs ⑥eliminate labor problems ⑦pushes risk to 3PL provider ⑧risk pooling ⑨achieves economies of scale and provides better service
5
Services Offered by Third-party Providers
Basic Service Providers
warehouse management order processing order fulfilment transportation carrier selection
第三方物流培训课件(ppt 69页)
（3）国际物流服务商在各条运输线路上要有完整的分支机构、 代表或代理人组成的网络机构。
20.11.2019
16
（4）国际物流服务商在涉及多式联运的情况下，要能够制定各 线路的多式联运单一费率，采用单一费率是多式联运的条件和特点之 一。 （5）国际物流服务商要有必要的设备和设施。
价值
企业选择第三方 物流的标准
效益源泉
第三方物流服务商应 具备的条件、经营方
式；
第三方物流的服务内 容和发展模式；
20.11.2019
3
本章知识点
• 第一节：第三方物流的概念，第三方物流与传统 的物流委托的异同。 第二节：物流服务商应具备的条件和经营方式。 第三节：第三方物流的模式分类，第三方物流与 企业物流模式的选择。 第四节：第三方物流的服务项目与内容。 第五节：第四方物流的定义及特征。
20.11.2019
7
3PL的服务特点与传统物流的比较
3PL的服务特点
传统物流服务特点
提供一体化服务、全面提 提供内部物流、降低物流
升客户价值
成本
增值服务
基本服务
管理服务
功能服务
信息流和资金流服务
实物流服务
双赢的合作伙伴关系 零和博弈论
协同运作
完成指令
Hale Waihona Puke 物流合作物流服务20.11.2019
8
3PL的服务定位
越是竞争激烈的产业，企业越是要强化对供应链和分 销渠道的控制，此时企业应该自营物流。一般来说，主机 厂或最终产品制造商对渠道商、供应链过程的控制力比较 强，往往选择自营物流，即作为龙头企业来组织全过程的 物流活动和制定物流服务标准。
第三方物流ppt课件
最新版整理ppt
第三方物流的服务增值空间
剩余索取 增值创造 规避风险
13
最新版整理ppt
第三方物流的利益来源
作业利益 经济利益 管理利益 战略利益
14
最新版整理ppt
第三方物流发展的现状与趋势
现状 总体规模偏小，发展潜力巨大 需求不平衡性较强 行业集中度较低
趋势 服务链不断延伸，专业化不断加强 服务范围向金融领域扩展 整合趋势非常明显
15
最新版整理ppt
16
最新版整理ppt
第二章 第三方物流客户服务
17
最新版整理ppt
内容导引——第三方物流客户服务
物流客户服务的概念
一种以客户为导向的价值观 任何能提高客户满意度的内容都属于客户服务
的范畴
19
最新版整理ppt
第三方物流市场分析
第三方物流需求市场 第三方物流供给市场 第三方物流市场竞争机构
20
最新版整理ppt
第三方物流客户服务的需求分析
客户服务的需求 影响第三方物流客户服务需求决策的因素
21
最新版整理ppt
第三方物流客户服务的定义
在客户满意的基础上，以客户满意为第一目标， 向物流需求方高效、迅速地提供产品
22
最新版整理ppt
第三方物流客户服务的特征
服务的无形性 服务的不可分性 服务的不确定性 服务的即时性 服务的可得性 服务的互动性 服务的独特性 服务的广泛性
8
最新版整理ppt
第三方物流企业的来源
运输业 仓储企业 货运代理公司 托运人 信息咨询服务公司 港口码头 铁路编组站 火车站 汽车站 航空货运站 电子分销商等
9
最新版整理ppt
我国第三方物流企业SWOT分析
物流学导论——第三方物流课件
目的
通过高效的仓储管理，实 现货物的快速流转，优化 库存结构，降低物流成本 ，提高客户的满意度。
运输配送
含义
运输配送是第三方物流服 务的又一重要环节，涉及 将货物从供应商运往客户 的整个过程。
服务内容
包括路线规划、运输方式 选择、货物装载、运输跟 踪、卸货交付等。
目的
通过优质的运输配送服务 ，确保货物安全、准确地 送达客户手中，提高物流 效率和客户满意度。
随着环保意识的日益增强， 第三方物流企业需要承担更 多的环保责任。对策包括推 广绿色物流理念，采用环保 、节能的物流设备和技术， 降低物流活动对环境的影响 。
第三方物流行业竞争激烈， 市场集中度逐步提高。对策 包括加强企业核心竞争力建 设，通过并购、联盟等方式 实现规模化发展，以及拓展 新的市场领域。
行业挑战与对策
成本压力
服务质量提升
环保压力
市场竞争
随着人力、物力等成本的不 断上涨，第三方物流企业面 临着越来越大的成本压力。 对策包括提高物流效率，降 低运输、仓储等成本，以及 通过技术创新提高运营效率 。
客户对物流服务的要求越来 越高，如何提高服务质量是 第三方物流企业面临的一个 重要挑战。对策包括加强员 工培训，提高服务意识和技 能水平，以及通过信息化手 段提高服务质量和效率。
务的企能力，能 够为客户提供全方位的物流解决 方案，成为供应链管理的重要组
成部分。
第三方物流的市场现状
01
市场规模
随着电子商务的快速发展，全球第三方物流市场规模不断扩大，呈现出
快速增长的态势。
02 03
竞争格局
市场上存在众多第三方物流企业，竞争日益激烈。大型跨国物流企业凭 借资金、技术、品牌等优势占据市场主导地位，而中小型第三方物流企 业则通过专业化、差异化服务谋求市场份额。
第三方物流成本的管理外文翻译(适用于毕业论文外文翻译+中英文对照)
The application of third party logistics to implement the Just-In-Time system with minimum cost under a global environmentAbstractThe integration of the Just-In-Time (JIT) system with supply chain management has been attracting more and more attention recently. Within the processes of the JIT system, the upstream manufacturer is required to deliver products using smaller delivery lot sizes, at a higher delivery frequency. For the upstream manufacturer who adopts sea transportation to deliver products, a collaborative third party logistics (3PL) can act as an interface between the upstream manufacturer and the downstream partner so that the products can be delivered globally at a lower cost to meet the JIT needs of the downstream partner. In this study, a quantitative JIT cost model associated with the application of third party logistics is developed to investigate the optimal production lot size and delivery lot size at the minimum total cost. Finally, a Taiwanese optical drive manufacturer is used as an illustrative case study to demonstrate the feasibility and rationality of the model.1. IntroductionWith the globalization of businesses, the on-time delivery of products through the support of a logistics system has become more and more important. Global corporations must constantly investigate their production systems, distribution systems, and logistics strategies to provide the best customer service at the lowest possible cost.Goetschalckx, Vidal, and Dogan (2002)stated that long-range survival for international corporations will be very difficult without a highly optimized, strategic, and tactical global logistics plan. Stadtler (2005) mentions that the activities and processes should be coordinated along a supply chain to capturedecisions in procurement, transportation, production and distribution adequately, and many applications of supply chain management can be found in the literature (e.g. Ha and Krishnan, 2008, Li and Kuo, 2008and Wang and Sang, 2005).Recently, the study of the Just-In-Time (JIT) system under a global environment has attracted more attention in the Personal Computer (PC) related industries because of the tendency towards vertical disintegration. The JIT system can be implemented to achieve numerous goals such as cost reduction, lead-time reduction, quality assurance, and respect for humanity (Monden, 2002). Owing to the short product life cycle of the personal computer industry, downstream companies usually ask their upstream suppliers to execute the JIT system, so that the benefits, like the risk reduction of price loss incurred from inventory, lead times reduction, on-time delivery, delivery reliability, quality improvement, and lowered cost could be obtained (Shin, Collier, & Wilson, 2000). According to the JIT policy, the manufacturer must deliver the right amount of components, at the right time, and to the right place (Kim & Kim, 2002). The downstream assembler usually asks for higher delivery frequency and smaller delivery lot sizes so as to reduce his inventory cost in the JIT system (Kelle, khateeb, & Miller, 2003). However, large volume products are conveyed using sea transportation, using larger delivery lot sizes to reduce transportation cost during transnational transportation. In these circumstances, corporations often choose specialized service providers to outsource their logistics activities for productivity achievement and/or service enhancements (La Londe & Maltz, 1992). The collaboration of third party logistics (3PL) which is globally connected to the upstream manufacturer and the downstream assembler will be a feasible alternative when the products have to be delivered to the downstream assembler through the JIT system. In this study, the interaction between the manufacturer and the 3PL will be discussed to figure out the related decisions such as the optimal production lot size of the manufacturer and the delivery lot size from the manufacturer to the 3PL, based on its contribution towards obtaining the minimum total cost. In addition, the related assumptions and restrictions aredeliberated as well so that the proposed model is implemented successfully. Finally, a Taiwanese PC-related company which practices the JIT system under a global environment is used to illustrate the optimal production lot size and delivery lot size of the proposed cost model.2. Literature reviewThe globalization of the network economy has resulted in a whole new perspective of the traditional JIT system with the fixed quantity-period delivery policy (Khan & Sarker, 2002). The fixed quantity-period delivery policy with smaller quantities and shorter periods is suitable to be executed among those companies that are close to each other. However, it would be hard for the manufacturer to implement the JIT system under a global environment, especially when its products are conveyed by transnational sea transportation globally. Therefore, many corporations are trying to outsource their global logistics activities strategically in order to obtain the numerous benefits such as cost reduction and service improvement. Hertz and Alfredsson (2003) have stated that the 3PL, which involves a firm acting as a middleman not taking title to the products, but to whom logistics activities are outsourced, has been playing a very important role in the global distribution network. Wang and Sang (2005)also mention that a 3PL firm is a professional logistics company profiting by taking charge of a part or the total logistics in the supply chain of a focal enterprise. 3PL also connects the suppliers, manufacturers, and the distributors in supply chains and provide substance movement andlogistics information flow. The core competitive advantage of a 3PL firm comes from its ability to integrate services to help its customers optimize their logistics management strategies, build up and operate their logistics systems, and even manage their whole distribution systems (Wang & Sang, 2005).Zimmer (2001) states that production depends deeply on the on-time delivery of components, which can drastically reduce buffer inventories, when JIT purchasingis implemented. When the manufacturer has to comply with the assembler under the JIT system, the inventories of the manufacturer will be increased to offset the reduction of the assembler’s inventories (David and Chaime, 2003, Khan and Sarker, 2002and Sarker and Parija, 1996).The Economic Order Quantity (EOQ) model is widely used to calculate the optimal lot size to reduce the total cost, which is composed of ordering cost, setup cost, and inventory holding cost for raw materials and manufactured products (David and Chaime, 2003, Kelle et al., 2003, Khan and Sarker, 2002and Sarker and Parija, 1996). However, some issues such as the integration of collaborative 3PL and the restrictions on the delivery lot size by sea transportation are not discussed further in their studies. For the above involved costs, David and Chaime (2003) further discuss a vendor–buyer relationship to include two-sided transportation costs in the JIT system. Koulamas, 1995and Otake et al., 1999 describe that the annual setup cost is equal to the individual setup cost times the total number of orders in a year. McCann, 1996and Tyworth and Zeng, 1998both state that the transportation cost can be affected by freight rate, annual demand, and the products’ weight. Compared to the above studies which assume that the transportation rate is constant per unit, Swenseth and Godfrey (2002)assumed that the transportation rate is constant per shipment, which will result in economies of scale for transportation. Besides, McCann (1996)presented that the total logistics costs are the sum of ordering costs, holding costs, and transportation costs. A Syarif, Yun, and Gen (2002)mention that the cost incurred from a distribution center includes transportation cost and operation cost. Taniguchi, Noritake, Yamada, and Izumitani (1999)states that the costs of pickup/delivery and land-haul trucks should be included in the cost of the distribution center as well.The numerous costs involved will be formulated in different ways when the manufacturer operates the JIT system associated with a collaborative 3PL under a global environment. Kreng and Wang (2005) presented a cost model, which can beimplemented in the JIT system under a global environment, to investigate the most appropriate mode of product delivery strategy. They discussed the adaptability of different transportation means for different kinds of products. In this study, the implementation of sea transportation from the manufacturer to the 3PL provider will be particularized, and the corresponding cost model will also be presented to obtain the minimum total cost, the optimal production lot size, and the optimal delivery lot size from the manufacturer to the 3PL provider. Finally, a Taiwanese company is used for the case study to illustrate and explore the feasibility of the model.3. The formulation of a JIT cost model associated with the 3PLBefore developing the JIT cost model, the symbols and notations used throughout this study are defined below:B3PL’s pickup cost per unit product (amount per unit)Cj3PL’s cost of the j th transportation container type, where j= 1, 2, 3,…,n (amount per year)DP annual demand rate of the product (units per year)Dr annual demand of raw materials (units per year)D customers’ demand at a specific interval (units per shipment)E annual inventory holding cost of 3PL (amount per year)F transportation cost of the j th transportation container type from themanufacturer to the 3PL, where j= 1, 2, 3, …, n (amount per lot)F freight rate from the 3PL provider to the assembler (amount per kilogram)Hp inventory holding cost of a unit of the product (amount per year)Hr inventory holding cost of raw materials per unit (amount per year)Ij average product inventory of the j th transportation container type in the manufacturer, where j= 1, 2, 3, …, n (amount per year)I annual profit margin of 3PL (%)K ordering cost (amount per order)Kj number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is Qj with the j th transportation container type, where j= 1, 2, 3, …, n(kj=Qj/d)M∗ optimal number of shipments that manufacturer delivers with the optimal total costactual number of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nMj number of shipments of the j th transportation container type, where j= 1, 2, 3, …, nnumber of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nN∗ optimal production lot size of the manufacturer (units per lot)optimal production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nj production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nr ordering quantity of raw material (units per order)P production rate of product (units per year)maximum delivery lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)q∗ optimal delivery lot size of the manufacturer (units per lot)qj actual delivery lot size of the j th transportation container type, where j= 1, 2, 3, …,n (units per lot)Rj loading percentage of the j th transportation container type, where j= 1, 2, 3, …,n(Rj=qj/Qj)Rj real number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is qj with the j th transportation container type, where j= 1, 2, 3, …,n(rj=qj/d)S setup cost (amount per setup)W weight of product (kilogram per unit)Λ quantity of raw materials required in producing one unit of a product (units)Tomas and Griffin (1996)considered that a complete supply chain should consist of five participants, including the raw materials supplier, the manufacturer, the assembler, the warehouse operator, and the consumer. This study mainly focuses on the relationships among the manufacturer, the 3PL provider and the assembler within the JIT system under a global environment. In order to achieve the fixed quantity-period JIT delivery policy, which implies that the actual delivery lot size has to be determined by identifying the downstream assembler’s needs instead of the upstream manufact ure’s economical delivery lot size, higher transportation costs with higher delivery frequency are necessary. Since the JIT system are more appropriately executed among those companies that are close to each other, a collaborative 3PL connected the upstream manufacture with the downstream assembler is necessary when the products have to be delivered from the upstream manufacture to the downstream assembler by sea transportation over a long distance. This study proposes a JIT cost model to obtain the optimal production lot size, the actual delivery lot size, the most suitable transportation container type, and the exact number of shipments from the manufacturer to the 3PL provider at the minimum total cost.This study makes assumptions of the JIT system as follows:(1) There is only one assembler and only one manufacturer for each product.(2) The production rate of the manufacturer is uniform, finite, and higher thanthe demand rate of the assembler.(3) There is no shortage and the quality is consistent in both raw materials and products.(4) The demand for products that the assembler receives is fixed and is at regular intervals.(5) Qj is much greater than demand at a regular interval,d.(6) The transportation rates from the manufacturer to the 3PL and from the 3PL to the assembler are computed by the number of shipments and the product’s weight, respectively, and,(7) The space of th e manufacturer’s warehouse is sufficient for keeping all inventories of products that the manufacturer produces.According to the above assumptions from (1), (2), (3)and (4), Fig. 1illustrates the relationships among the manufacturer, the 3PL provider, and the assembler, where the Fig. 1represents the inventory of manufacturer’s raw materials, the inventory of products inside the manufacturer, the inventory of the 3PL provider, and the inventory of the assembler from top to bottom (Kreng & Wang, 2005). This study also adopts the Fig. 1 to demonstrate the collaboration of the 3PL provider which will be an interface connecting the manufacturer and the assembler. During the period T1, the inventory of products with the manufacturer will be increased gradually because the production quantity is larger than the demand quantity. However, during the period T2, the inventory of products will be decreased because the production has been stopped.中文翻译：在全球环境下第三方物流以最小的成本实现了Just-In-Time系统的应用摘要：JUST-IN-TIME（JIT）系统，供应链管理的整合，最近已经吸引了越来越多的关注。
《第三方物流》PPT课件
20
二、推动外包发展的因素（3）
➢ 如前所说，推动外包发展的根本因素是市场竞 争，是市场竞争迫使企业通过外包，一方面低 成本高效益地完成自己的非核心业务，一方面 又进一步集中精力加强和发展自己的核心竞争 力，这样使企业每一个环节的业务都处在一种 低成本、高效益、高度优化的状态运作，从而 保证了企业在市场竞争中的绝对优势。
二、推动外包发展的因素（1）
➢ 业务外包给企业能带来显著的效益，因而业务 外包被越来越多的人所接受。它逐渐成为企业 家们为提高企业竞争力、提高经济效益的一个 秘密武器，而逐渐流行起来。自从80年代以来， 外包（outsourcing）已成为商业领域中的一大 趋势。企业越来越重视集中自己的主要资源与 主业，而把辅助性功能外包给其它企业。
29
四、影响我国物流外包的因素 1. “外包意味着下岗” 2. 不愿意改革 3. “看不到外包有什么好处” 4. 物流外包业务自身有其复杂性
30
第四节 第三方物流的效益原理
一、给客户带来的效益 二、给物流提供商带来的效益 三、给社会带来的效益.
31
一、给客户带来的效益
1. 有利于集中主业 2. 有利于减少库存 3. 有利于减少投资和加快资本周转 4. 有利于灵活运用新技术 5. 有利于提高顾客服务水平 6. 有利于降低物流成本 7. 有利于建立本地关系而进入新的市场 8. 有利于提升企业形象
✓ 综合型（规模较大、资金雄厚、并且具有良好的 物流服务信誉）
3. 按作业的组织分：
✓ 被动型（绝对） ✓ 主动型（相对）
第三方物流外文文献4
Study on the Strategy for Pharmaceutical Enterprises to Improve the Third-Party Logistics Development LevelsZhe-xiong Jin1, Li Yu1, 21. School of Pharmacy, Harbin University of Commerce, Harbin 150076, ChinaE-mail: jin-ai-pu@, iluyuli@Abstract: The developments of Chinese pharmaceutical enterprises in the process of the Third-Party Logistics industry, specifically the existence of some key issues were analyzed, and the Third-Party Logistics was proposed to improve the levels of Chinese pharmaceutical enterprises development measures, based on analyzing the implementation of SWOT strategy in pharmaceutical enterprises.Key Words: Pharmaceutical Enterprises, the Third-Party Logistics, SWOT StrategyI.T HE P ROBLEMS OF C HINESE PHARMACEUTICALE NTERPRISES IN T HIRD-P ARTY L OGISTICSThe Third-Party Logistics development in Chinese pharmaceutical industry was still at the early stage, and it was still relatively backward[1]. At present, the following difficulties and doubts still existed, in the process to develop the Third-Party Logistics of Chinese pharmaceutical enterprises[2]. A.Questions for the Ability of the Third-Party LogisticsEnterprisesIn China[3], the development time of the Third-Party Logistics was very short. The Specializations in business areas and the geographic areas were also vastly different, too. Drugs had special requirements in storage, packaging, transportation and other circulation, because of their own characteristics. Therefore, it was difficult for pharmaceutical enterprises to select a suitable Third-Party Logistics company, when client enterprises considered outsourcing of its logistics business.B.Concerns to the Leakage of Operational Information Pharmaceutical enterprises had to take a confidential means to the elements of the sales network operators, in order to maintain normal operations, special operations for some sectors[4]. However, its basic operating information would inevitably be opened to the Third-Party Logistics enterprises, because of the introduction of the Third-Party Logistics to operate their internal logistics. In the increasingly fierce market competition, the core competitiveness of the enterprise was an important guarantee for survival and development, while the disclosure of the core operational elements of pharmaceutical enterprises was another concern to implement the Third-Party Logistics.C.Worries about out of Control of the Business Process After the outsourcing of its logistics business, pharmaceutical enterprises manufacturing operations to a certain extent depended on the performance of the Third-Party Logistics enterprises[5]. After a Third-Party Logistics business operation was involved to the Pharmaceutical companies, it could master This work is supported by the Key Fund Project of Retured Overseas Students under Granted by Heilongjiang Province the right to operate of the enterprises to a certain extent. Therefore, the pharmaceutical enterprises should have a certain degree of psychological bottom line to the outsourcing of its logistics business.D.Concerns to Taking a Huge Risk into AccountThe great logistics capability was the requirement for the pharmaceutical enterprises to suit so many production and circulation problems[6]. The implementation of the Third-Party Logistics means layoff, assets sales, and the business management structure would be changed dramatically. It was not only a pressure to the persons engaged in logistics or distribution, but the greater risk was also that internal management structure would face a major adjustment.E.Impact on the Third-Party Logistics from the First andthe Second-Party LogisticsOn the one hand, many pharmaceutical enterprises did not really understand the meaning of modern logistics, so the First-Party Logistics, Second-Party Logistics and Third-Party Logistics always were confused[7]. On the other hand, they could not be willing to abandon the huge profits from the logistics, so they had to develop their own First-Party Logistics and Second-Party Logistics, pharmaceutical enterprises and thus seriously hamper the development of the Third-Party Logistics[8].II.SWOT S TRATEGY OF THE T HIRD P ARTYL OGISTICS IN C HINESE P HARMACEUTICALE NTERPRISESThe strengths, weaknesses, opportunities, threats for Chinese pharmaceutical enterprises were analyzed to carry out the Third-Party Logistics from its internal conditions and external environment by SWOT strategy, the most commonly used paradigm of strategic analysis. So that it could be the foundation for Chinese pharmaceutical enterprises to carry out the Third-Party Logistics (See Table 1).978-1-4244-7330-4/10/$26.00 ©2010 IEEE 1585Table Ⅰ Analysis of SWOT StrategyFactor DefinitionStrengths—S a. Sharing the cost of the Third-Party vendors, and using the latest technology and tools constantlyb. Relying on the Third-Party expertise, rather than trying to establish, enabled enterprises to focus on the development of core competenciesc. Achieving optimizing economies efficiency in logistics services, technical development, transportationd. Obtaining short-cut when entering new markets, adapting to the local culture and environment to promote globalization more quicklye. Helpful to respond to changes in market demand and improve customer satisfaction and loyaltyf. Adapting to the short-term product life cycle, capital risk-sharing with the third-party, using their professional capacityg. Using the Third-Party experts to help enterprises understand the relevant government laws and regulations, and getting along well with the governmenth. Using the Third-Party technology, analysis and optimization capabilities to take the original data into the guidance for the customer informationWeaknesses—W a. Enterprise services of the Third-Party Logistics was single function, weak service concept, small-scale, high service costs, low using of modern technology, lack of logistics management personnel, and the enterprise system were not soundb. Most of the professional Third-Party Logistics enterprises were not familiar with the circulation system and business model in the pharmaceutical industry; did not understand the medicinal products of special warehousing, distribution, maintenance etc. The absence of professional personnel in the pharmaceutical industry, drug regulatory leaded to not familiar with the relevant lawsOpportunities-O a. Domestic pharmaceutical enterprises of modern logistics had just started, it would take a long time to develop the Third-Party Logisticsb. Because the pharmaceutical industry had its own particularities, the state management of pharmaceuticals, as well as warehousing, transportation requirements were very stringent; the real pharmaceutical Third-Party Logistics had not been formed.Threats—T a. Some data indicated that corporate economic power (as measured by sales) and a negative correlation between logistics cost(See Table 2 and Table 3)b. The influence on their core competencies, when the Third-Party Logistics was adaptedc. “Two heavy and one light” thinking errors, namely, heavy manufacturing, heavy marketing and light-Logistics lowered the level of logistics information technology, and weakened the techniquesT ABLEⅡTHE U.S. C OMPANY L OGISTICS C OSTS IN 2004Yearly sales (millions USD) Less than 200 200～500 500～1250 More than 1250 the proportion of Logistics costs 10.45% 8.73% 7.36% 3.40%T ABLE ⅢTHE C ANADIAN C OMPANY L OGISTICS C OSTS IN 2004Yearly sales (millions USD) Less than 200 200～500 500～1250 More than 1250 the proportion of Logistics costs 10.10% 10.97% 10.24% 3.40%III.M EASURES TO I MPROVE THE D EVELOPMENT OFC HINESE P HARMACEUTICAL E NTERPRISESA.Macro-guaranteePharmaceutical Third-Party Logistics market must be built and fostered, and the gradually standardized and the legal market should be guaranteed, in order to develop Chinese pharmaceutical Third-Party Logistics. Therefore, local protectionism must be broken, so that the logistics market could be founded in a competitive environment, while the Government should put the appropriate legal protection, introduction of medical logistics development policies.B.Establishing Correct Logistics Concept andEstablishing Pharmaceutical Third-Party LogisticsmarketThe development of Chinese pharmaceutical Third-Party Logistics would inevitably be affected, if we were not out of Chinese pharmaceutical enterprises from the traditional logistics model to change the traditional extensive mode of economic operation. Therefore, Chinese pharmaceutical enterprises should establish a correct modern logistics concept, at the point of optimizing resource allocation and implementation of specialized logistics. National authorities should implement appropriate economic policies to restrict the expansion and extension of self-service pharmaceutical enterprises system of logistics facilities, and restricted the self-built logistics service system, so that the logistics services could be gradually separated from the pharmaceutical companies, and then, a unified pharmaceutical Third-Party Logistics market could be formed, and the development of pharmaceutical Third-Party Logistics industry could be promoted.1586C.Construction of a Professional PharmaceuticalThird-Party Logistics EnterpriseIt was a very important external condition for Chinese pharmaceutical enterprises to implement a true Third-Party Logistics, so that China must have a professional pharmaceutical Third-Party Logistics enterprise, but the current domestic Third-Party Logistics had just started, it was difficult to develop a professional pharmaceutical Third-Party Logistics. It requires that Chinese pharmaceutical Logistics wishing to engage in Third-Party medical logistics enterprises should build their core capabilities, asset reorganization, establish their regional alliances, make full use of the advanced information technology and logistics technology, get along well with the logistics services between supply and demand sides, track market rhythm, adjust business strategy promptly, cultivate a comprehensive talent, and improve service levels. D.Selection of the Appropriate Mode of Third-PartyLogisticsThe Third-Party Logistics could play a role in four fundamental aspects in the field of medicine circulation. That is, providing some or all the drug transportation, warehousing operations for pharmaceutical enterprises, based on information exchanging; providing regional distribution and collecting money services; the logistics process management, supply chain systems designation and optimization; and helping pharmaceutical enterprises to plan, implement, manage their self-built regional distribution centers and other integrated services. So that pharmaceutical manufacturers and circulation enterprises could focus on their core business, and achieve business and financial settlement through information technology. Therefore, the pharmaceutical Third-Party Logistics was in a special position in the pharmaceutical supply chain. It did not only provide pharmaceutical enterprises the basis for logistics services, to achieve effective flow of drugs and reduce the burden on non-core businesses customers, it also took the advantage of collecting and recruiting upstream and downstream customer information dominance, played the role in the sources of information in the drug circulation. It was another new pharmaceutical enterprise information portal, so that the area of the entire pharmaceutical distribution operations more simple and efficient. Chinese pharmaceutical enterprises in the implementation of Third-Party Logistics could be achieved though completely socialized or part of the socialization two modes.a. Complete Socialization of Pharmaceutical Third-Party LogisticsThis type of pharmaceutical Third-Party Logistics enterprise did not have ownership of drugs, it only provide customers with the necessary logistics services. It did not belong to the same industry, but a link in the customer supply chain, so customers of logistics outsourcing were at ease. From Figure Ⅰ we could clearly see that the main production type, the main type wholesale, retail and the main type mode of operation were more uniform, while the pharmaceutical Third-Party Logistics enterprises would also service for pharmaceutical production and flow of business (i.e. hybrid) to expand business scope, but its complexity grew(see Figure Ⅱ)-the distribution of logistics and distribution center space, and the achievement the internal medicine(Two or more of its customers were the main transaction, the flow of drugs was just only the flow of bank, if the simultaneous use of the warehouse or logistics center) and external “asthenia and sthenia” small error rate of drug flow, and other issues were presented to Third-Party enterprises more stringent requirements. Of course, it was a relatively idealized mode of operation. In reality, most of the integration of transport services, the operation was also much simpler. Of course, it was not the true sense of the Third-Party Logistics.Figure Ⅰ the operation mode of pharmaceutical Third-PartyLogistics enterprisesb. Part of the social-oriented pharmaceutical Third-Party Logistics (see Figure Ⅱ)Figure Ⅱ Part of the social-oriented pharmaceuticalThird-Party LogisticsThis type was normally transformed from the Chinese large-scale circulation enterprises of medicine or medical group, Such as Shanghai Pharmaceutical Co., Ltd., whose business grew faster, but now the warehouse distribution facilities and equipment were increasingly unable to meet the1587requirements of modern logistics. In this case, the pharmaceutical wholesale enterprises, medical groups built amodern logistics distribution center for their own developmentneeds to meet their own needs first, if the capability wasabundant, it also provided logistics services to otherpharmaceutical companies.IV.C ONCLUSIONSThe Third-Party Logistics was proposed to improve the levels ofChinese pharmaceutical enterprises development measures, based onanalyzing the implementation of SWOT strategy in pharmaceutical enterprises. The strengths, weaknesses, opportunities, threats for Chinese pharmaceutical enterprises were analyzed to carryout the Third-Party Logistics from its internal conditions andexternal environment by SWOT strategy, the most commonlyused paradigm of strategic analysis. The pharmaceuticalThird-Party Logistics could play a key role in the field of pharmaceutical circulation.R EFERENCES[1]W. Jiang, See the complexity and specificity of the pharmaceuticalmarket from the pharmaceutical industry chain, Medical Herald, 2004. [2]W. H. Shao, Y. X. Tan, Study on Pharmaceutical retail chain enterpriseslogistics cost. Central South Pharmacy, No.2, 2004.[3]James. C, F. Wood, Modern Logistics, Beijing, Social SciencesAcademic Press.[4]W. P. Luo, The Third-Party logistics theory, operation and Case,Shanghai, Shanghai Academy of Social Science Press.[5]G. S. Wu, The charm of the Third-Party Logistics, China Pharmacies.[6]J. H. Liu, Analysis of the pros and cons of Third-Party Logistics andbusiness logistics mode choice, Jiangxi Social Sciences, No.7, 186, 2002.[7]J. M. Hao, The Third-Party Logistics, Chengdu, Sichuan People'sPublishing House, 2002.[8]J. P. Liang, Modern Logistics, Shenyang, the Northeast University ofFinance Press, 2003.1588。
物流外文文献及翻译
文献出处:J.J o u r n a l o f T r a n s p o r t G e o g r a p h y,2015,152:30-34.原文TheResearchofRegionalLogisticsCompetitivenessMahpulaAAbstractAtpresent,thedevelopmentoflogisticsisthelogisticsdemandrapidincrease,th eexpandingmarketcapacity,acceleratestheconstructionoflogisticsinfrastru cture,third-partylogisticsfastgrowththetendency,thewholelogisticsindust ryisdevelopinginthedirectionoftheinformation,,withtherapidincreaseoflog isticsdemand,,theexistenceanddevelopmentofregionallogisticsisthepremise ofexistenceanddevelopmentofregionaleconomy,,iscloselyrelatedtothescalea ndthelevelofthedifferentregionaleconomicshape,sizeandindustry,determine sthelevelofregionallogistics,,adapttoreasonablelayoutofindustrialstruct ure,toreducelogisticscost,,theregionaleconomicdevelopmentisinseparablef romthedevelopmentofregionallogisticsandregionallogisticstoprovidesuppor tandguaranteeforthedevelopmentofregionaleconomy,,thedevelopmentofthereg ionallogisticshasbecometoimprovetheregionalinvestmentenvironmentandindu strydevelopmentenvironment,expandingthescopeoftheregionalinfluence,thek eytoenhancingregionalcompetitiveness.Keywords:Regionallogistics;Regionallogisticscompetitiveness;Evaluationi ndex1IntroductionTherapiddevelopmentofworldeconomyandtheprogressofmodernscienceandtechno logy,thelogisticsindustryasanemergingserviceindustry,,logisticsindustry isconsideredtobetheeconomicdevelopmentofthearteryandbasicindustry,itsde velopmentdegreebecometomeasureacountry'smodernizationdegreeandcomprehen sivenationalstrength,oneoftheimportantmarksisknownasthe"thirdprofitsour ce"oftheenterprise,itsroleismoreandmorebig,becamethecurrentaftertheITin dustry,financialindustry'shottestemergingindustryanewgrowthpointofnationaleconomy,,istheimportantforceintheformationanddevelopmentofregionalec onomy,itistoimprovetheefficiencyandeconomicbenefitinthefieldofregionalc irculation,improvethecompetitiveabilityofregionalmarket,etc.,,however,t herearestillmanyproblems;,sincethereisnouniformstandard,,withthetwoindi catorstomeasurelogisticsscalehascertainscientific,butitcan',,theproport ionofdifferentresearchersusedifferent,rangingfromteenstotwentypercent,, thelogisticsindustry'seconomicstatisticaldatashortage,thereisnocomprehe nsivelogisticsdemandstatistics,whichmadeusqualitativeunderstandingofthe levelofunderstandingoflogistics.2LiteraturereviewAbouttheCoreCompetencetheory,CoreCompetenceCoreCompetenceoftheoriginali ntentionistheCoreskillsorCoreskills,thisconceptisin1990bytheAmericanstr ategicmanagementexpertsmade'sstrategicmanagementexpertshamer,referstoth eenterpriseorganizationofaccumulatingknowledge,especiallyabouthowtocoor dinatedifferentproductionskillsandintegrateavarietyoftechnicalknowledge ,andonthebasisofadvantageoverothercompetitorsuniqueability,namelyCoreCo mpetenceisbuiltonthebasisofenterpriseCoreresources,istheenterpriseintel ligence,technology,products,management,:theabilitytheoryrepresentedbyRo ssbyandChristie'sschool;Schoolrepresentedbyporter'stheoryofmarketstruct ure;RepresentedbyWernerPhilandPenrose',theabilitytointegrated,uniquenes s,extensibilityandinherentcharacteristics.Relatedtheory,thestudyofregionallogistics,thelogisticsresearchofEuropea ndtheUnitedStates,Japanandotherdevelopedcountries,focusontheenterprisel evel,,,theregionalinternationallogisticsfieldofresearchmainlyincludesth efollowingaspects:1,,morefortheglobalnetworkofsupplychainfacilitylocati onpositioning,andcoordinatethefactorymoresupport,,thecommonlyusedmethod sincludemathematicalanalyticalmethod,systemsimulationmethodandheuristic methods,;Mixedintegerprogrammingsolvetheproblemofsiteselectionoflogisti cscenterandlogisticsplanning,etc.2fromtheperspectiveofurbaneconomyandth eenvironment,,usingadynamictrafficsimulationmodel,quantitativeresearche conomicgrowth,thetransportdemand,aswellastherelatedroadcongestionandenv ironmentalpollution.3fromthepointofviewofthecitygovernment,Flow,thethirdpartylogisticsenterprise,storageandtransportationenterpris e,,'sabilitytoprovidelogisticsservicesandmeetcustomerdemand,embodiesthe subjectoflogisticsoperationlevel,mainlyincludingtheenterprisecompetitio nability,profitabilityandperformancelevel,reflectacertainperiodoflogist icsenterprisesintheareaoftheoveralllevelofdevelopment,isthekeyfactorfor theformationofregionallogisticscompetitiveness.,,thedevelopmentlevelofinformationistheoneimportantfactorfortheformatio nofregionallogisticscompetitivenesslevel.Macroenvironmentreferstothelogisticsindustrydevelopmentoflogisticsindus trydevelopmentplanning,landusepolicy,taxpolicy,marketaccesspolicy,talen ttraining,suchasthesoftenvironment,affectingthedevelopmentoflogisticsin dustryreflectstheexternalenvironmentforthedevelopmentofthelogisticsindu strytoprovidefavorableconditionsandtheenvironmentsupport.译文区域物流竞争力研究作者MahpulaA摘要当前,物流的发展正呈现出物流需求快速上升、市场容量不断扩大、物流基础设施建设加速、第三方物流快速成长的趋势,整个物流产业正朝着信息化、全球化和专业化的方向发展;同时,随着物流需求的快速增加,区域物流的发展更加迅猛;区域物流是区域经济的重要组成部分,区域物流的存在和发展是以区域经济的存在和发展为前提的,没有区域经济也就没有区域物流;区域物流与区域经济发展的水平、规模密切相关,不同区域经济的水平、规模和产业形态,决定了区域物流的水平、规模和结构形态;区域经济一体化能使区域内和区域间的物流趋向合理,适应产业结构的合理布局,从而降低物流成本,促进区域物流发展;反之,区域经济的发展也离不开区域物流的发展,区域物流为区域经济的发展提供支撑与保障,区域物流的发展将带动和促进区域经济的进一步发展;因此,区域物流的发展己成为改善区域投资环境和产业发展环境、扩大区域影响范围、提升区域竞争力的关键;关键词:区域物流,区域物流竞争力,评价指标1引言世界经济的快速发展和现代科学技术的进步,物流产业作为一个新兴的服务性产业,正在全球范围内迅速发展;在国际上,物流产业被认为是经济发展的动脉和基础产业,其发展程度成为衡量一国现代化程度和综合国力的重要标志之一,被誉为企业的“第三利润源泉”,其发挥的作用越来越大,成为了继IT业、金融业之后的当前最热门的新兴产业和国民经济新的增长点,引起了社会的普遍重视;区域物流是区域经济的重要构成要素,是区域经济形成与发展的重要力量,它对提高区域流通领域的效率和经济效益,提高区域市场的竞争能力等,发挥着积极的能动作用;然而,现代物流快速发展的背后仍然存在较多的问题,其中物流竞争力水平低于物流发展水平显得尤为突出;选择物流竞争力发展水平评价指标时,由于没有统一的标准,只能利用货运量或货运周转量来衡量物流规模;运输是物流过程中实现货物空间位移的中心环节,用这两个指标来衡量物流规模有一定的科学性,但不能真实反映地区物流的全貌;估计物流需求量时,通常的做法是根据GDP和社会消费品零售总额等国民经济核算指标;这仅仅是宏观层次上的一种简单估算,不同的研究人员采用的比例不同,从百分之十几到百分之二十不等,所得结果存在较大差异,给理论分析带来了较大的困难;同时,有关物流产业的经济统计资料极度缺乏,也没有全面的物流需求统计数据,这使我们对物流的理解始终处于定性的认识水平上;2文献综述关于核心竞争力理论,核心竞争力Core关于区域物流的相关理论研究,物流发达的欧美、日本等国研究,侧重于企业层面,即致力于提供企业优化策略;而区域层面的物流系统及竞争力研究,则涉及不多;根据文献查阅,国际上区域性物流领域研究,主要包括以下几个方面:1从跨国公司角度研究全球性物流资源配置和协调问题;具体包括物流基础设施、市场竞争机制及物流供应链运行等问题;此类研究多利用运筹学等数量化技术工具,为供应链的全球网络设施选址定位、多工厂协调、战略配送体系设计等问题提供支持;这是企业层面物流优化研究的扩展,常用方法包括数学解析法、系统仿真法和启发式方法等;如位分法和图解法解决一元网点的布局问题;混合整数规划解决物流中心的选址以及物流规划问题等;2从城市经济和环境角度,研究城市交通网络的设置问题;例如Tanjguchietal从城市层面,利用交通仿真动力学模型,定量研究经济增长、运输需求,以及道路拥挤和环境污染的相互关联;3从城市政府角度,研究其在宏观物流发展中承担的角色和效用;例如和Senblatt,研究了全球化供应链管理中设施融资、交通以及地区交易规则、企业税费法律中的政府补贴等全球生产和配送网络主要因素的效用等;3区域物流相关理论概述区域物流的定义学术界对区域物流的定义尚未统一,一个比较认可的观点是,区域物流是在一定的区域地理环境中,以大中型城市为中心,以区域经济规模和范围为基础,结合物流的有效服务范围,将区域内外的各类物品从供应地向接受地进行的有效实体流动;是将运输、仓储、装卸搬运、配送、包装、流通加工、信息处理等物流活动集成,以服务于本区域经济发展的综合体系;它要求集成的、一体化的物流管理,即以满足用户需要为目的,对物品、服务及相关信息从供应地向接受地的有效率流动进行计划、执行和控制的活动,是物资流、信息流及资金流的有机统一体;区域物流主体、客体和载体的关系区域物流结构具有多层次、多维度的特点,其基本要素包括物流主体、物流客体和物流载体,而基本要素又有其各自完整的结构体系,每一要素都表现出不同的功能,从而形成区域物流的整体功能;区域物流主体是直接参与或专门从事区域物流活动的经济组织,包括货主物流企业、第三方物流企业、储运企业等;物流主体是供应链物流渠道起点和终点的联接者,在整个区域物流活动过程中起着主导和决定性的作用;物流主体要素的集成是现代物流的本质特点;因此,集物流各要素为一体的物流主体,对于物流业发展具有决定性作用;与区域经济产业积聚相类似,区域物流也强调物流主体积聚,物流主体在空间上的积聚有利于促进物流活动的规模化、集约化、体化发展,这也是区域物流园区、物流中心、配送中心形成的客观基础,而区域物流园区、物流中心、配送中心决定了整个区域物流系统的空间结构;区域物流与区域经济的关系区域物流是区域经济的重要组成部分,区域物流的存在和发展是以区域经济的存在和发展为前提的,没有区域经济也就没有区域物流;区域物流与区域经济发展的水平、规模密切相关,不同区域经济的水平、规模和产业形态,决定了区域物流的水平、规模和结构形态;物流总是伴随着商流而生,区域经济越发达,制造及商贸越活跃,作为服务行业的物流业就会有良好的客户群和市场基础,大规模发展的可能性越大;反之,区域经济的发展也离不开区域物流的发展,区域物流为区域经济的发展提供支撑与保障,区域物流的发展将带动和促进区域经济的进一步发展;由此可见,区域物流与区域经济是相互依存的统一体;区域经济是区域物流发展的前提和基础,是拉动区域物流发展的主导力量;区域物流是区域经济的重要组成部分,是区域经济的支撑系统,为区域经济服务;区域物流的发展目标和战略必须服从并服务于区域经济发展的目标和战略;4区域物流竞争力区域物流竞争力是指某空间范围内一般以行政区域为边界,也可跨区域,物流产业所具有的区别于其它区域的资源察赋优势、物流企业能力、政府政策支持和产业创新能力,最终体现为通过区域内部的良性竞争将以上各种资源、能力有效整合而形成的具有互补性、整合性的能力体系,反映了各区域在物流活动中相比较的竞争能力,体现了区域物流服务能力的大小和物流业发展水平的高低;区域物流的竞争力主要由六项基本要素共同构成:社会经济发展水平、物流需求规模、物流供给状况、物流企业发展水平、信息发展水平、物流业发展宏观环境;社会经济发展水平社会经济发展水平综合反映了区域物流竞争力水平的社会经济基础,是区域物流竞争力发展的保障,为区域物流的可持续发展提供支撑,也从另一侧面反映了区域物流竞争力发展的潜力与动力;物流需求规模物流需求规模主要指物流服务的生产、消费、流通等领域的数量和规模,在一定程度上受当地资源条件的限制,它综合反映了一个地区对物流服务的需求程度和规模:物流需求规模的大小,决定了物流市场容量的大小,是区域物流产业存在和发展的前提与基础;物流供给状况物流供给状况指为物流业发展所提供的物流基础设施、各种物流技术装备、从事物流服务的企业及相应的从业人员等的数量和规模以及地区的交通能力状况,综合反映了区域物流的供给能力和服务水平,体现了对物流业发展的促进作用和满足程度,是区域物流竞争力形成和发展的主要因素;物流企业发展水平物流企业发展水平综合反映了区域内物流主体提供物流服务及满足客户需求的能力大小,体现了物流主体的运作水平,主要包括企业的竞争能力、盈利能力及绩效水平,反映了一定时期区域内物流企业的总体发展水平,是区域物流竞争力形成的关键因素;信息发展水平信息发展水平主要是指区域的信息化程度及信息技术水平的高低;物流是依据信息来流动的,物流的整个过程已越来越依赖于对信息的获取;许多物流企业已把建立自身的信息管理系统作为发展其核心竞争力的关键,可见信息的发展水平是区域物流竞争力水平形成的一个重要因素;物流业发展宏观环境物流业发展宏观环境主要指物流产业发展规划、土地利用政策、税收政策、市场准入政策、人才培养政策等影响物流业发展的软环境,体现了外界环境为物流业发展所提供的有利条件和环境支持;。
第8章 第三方物流Third Party Logistics 优质课件
结合顾客服务的特点，可以认为物流服务是对顾 客商品利用可能性的一种保证(Availability),它包含了 三种要素：
– 拥有顾客所期望的商品（备货保证） – 在顾客希望的时间内传递商品（输送保证） – 符合顾客所期望的质量（品质保证）
• 物流服务管理的目的与原则
——以适当的成本实现高质量的顾客服务
本企业
序
顾客
号
需求
低1
1 进货时间短
2 进货期回复
3 时间指定
4 断货事先通知
5 多品种少量配 送
6 ………
7
与顾客需求的差距
23 4 5 6 78
9高
– 顾客需求的类型化
• 顾客市场面细分 • 核心服务要素 • 不同顾客群对物流企业的贡献
– 根据不同的顾客群体制定相应的物流服务组合 – 产销物(流)集成系统的构筑
• 第三方物流的优势来源
1.2 TPL的发展分析
• TPL兴起的原因
– 降低作业成本。一般地说，3PL可以为货主降低10%左 右的费用，特别是在欧洲，由于更多的税费、更高的 劳动成本、更多的规章制度及作业限制，物流成本比 美国高出一倍。
– 致力于核心业务。
– 利用3PL的先进技术减少投资。物流作业的高效率有赖 于先进的设施和软件，利用3PL就可以大大减少企业在 此领域的巨额投资。
自营
营
需要控制的
优
程度一般
建立伙伴关系
势
需要控制的 程度低
外包
低
外包风险
高
• TPL的选择步骤
– 组成跨职能团队 – 设定目标 – 确定顾客服务需求 – 制定选择准则 – 列出候选名单 – 候选者征询 – 发出招标书 – 现场考查 – 候选者资格评审 – 利用分析工具选择3PL
外文资料翻译---分析第三方物流的发展
外文资料翻译---分析第三方物流的发展Analysis of Third-Party Logistics DevelopmentLogistics is a term derived from the military's logistics support。
which has been widely used in the economic field since the Second World War。
The Logistics Management n of the United States defines logistics as the process of meeting the XXX the flow and storage of raw materials。
intermediate products。
final products。
and related n.Logistics comprises four key components: real flow。
real storage。
and management to coordinate the flow of n。
The primary n of logistics is to create time and space XXX the distance through storage.Third-party logistics (3PL) is a service provided by an external company to manage the logistics activities of another company。
The development of 3PL has been driven by theincreasing complexity of supply chain management。
培训课件：第三方物流PPT共35页
培训课件：第三方物流
11、不为五斗米折腰。 12、芳菊开林耀，青松冠岩列来自怀此 贞秀姿 ，卓为 霜下杰 。
13、归去来兮，田蜀将芜胡不归。 14、酒能祛百虑，菊为制颓龄。 15、春蚕收长丝，秋熟靡王税。
谢谢你的阅读
❖ 知识就是财富 ❖ 丰富你的人生
第三方物流【外文翻译】
外文翻译原文Third-party logisticsMaterial Source: WORD TRADE JULY 2005Author: Lara L Sowinski Third-party logistics providers are at the top of their game. The demand for their services has never been greater, thanks to ongoing globalization and the need for companies to manage increasingly complex supply chains. The 3PLs have a lot more to offer too and they're moving quickly up their customers' value chains with services like security consulting and purchase order management.The growth in the 3PL industry mimics that of most industry life cycles, observes Jerry Lev), vice president of marketing for BAX Global.”When the WL industry started around 1990, we all went after the low hanging fruit. That is, the obvious non-core activities of warehousing, transportation, basic customs clearance activities, transportation management, and documentation." Today's 3PLs are much more robust and typically play a more significant role than previously, he says. Anymore, the 3PL "really needs to have a cross-functional presence" inside the customer's business."It used to be their presence was limited to the transportation and logistics department. Now, you're finding 3PLs in purchase order management and supplier management, for example. You need to have a presence in the marketing department, the operations department, and the Finance department if you want to move up the value chain. You have to understand your customer's needs and hot buttons. but if you stay just in the transportation and logistics area you're never going to understand those other commercial needs."Levy also says it's important for 3PLs to have "leading edge systems and Web-based information exchange capabilities." He says that in the late 1990s, companies spent a lot of money on software vendors' ERP systems and transportation modules then expected the 3PL to interface with those systems. However, "Companies spent a lot of money of these systems and they haven't gotten the ROI they anticipated. Now, we're seeing quite a technology' off-load from corporations, manufacturers, and retailers. They're saying to the 3PLs, 'Look, you start providing that information to us. I want to be able to access transportation performance, statistics, supplier compliance, and I want you to be able to do that for me, Web-based,so I can just go into your system and pull that information because we're not going to buy software.'"According to 3PL executives relationships with customers are getting closer, more intimate, and there's plenty of room for expansion. Levy believes relationships have evolved into "real partnerships, especially when it comes to international supply chain management. We have more business critical information than we've ever had from our customers. Our customers are willing to open their books more than they ever have, and quite frankly we're willing to open our books to those kinds of customers."Ken Chay director of marketing strategy for APL Logistics agrees. "Today's 3PL clients are more receptive to working with 3PLs as strategic partners and not just as tactical cogs in the wheel. As any 3PL worth its salt will tell you, the more you allow your 3PL to work with you al a strategic level, the more successful and productive your relationship will likely be." There are also more companies using 3PLs. says Chay. "As recently as ten years ago, do-it-yourself was still the norm. In fact, when Northeastern University conducted one of its first studies on the use of 3PL services in 1991, only 38 percent of respondents indicated they were using 3Pl.s. By contrast, a joint study conducted by Northeastern University and Accenture in 2004 showed that number has grown to 80 percent."Chay advises that to get the most out of the relationship, companies should take care not to "underestimate or underutilize their 3PL." He cites the area of logistics network optimization as one example. "Some companies come to a 3Pl. with their geographic needs and service requirements pre-determined. For instance, let's say a company is thinking about opening a new facility in Chicago. Certainly the company will be able to find a 3PL who can provide the required services exactly as requested. But, is it as good as it can be? As an alternative, what if the company approached a 3PL with a set of needs, opportunities, and business rules and let the 3PL come back with some alternative solutions? Perhaps there's an even better location or combination of locations that could work, not to mention a different mix of activities to lay out within those locations, a different way to manage inventory levels and ownership, a different mix of carriers and modes and so on that would eventually yield a more flexible, responsive and efficient supply chain."In the meantime, Levy points out a troubling trend, namely contracts that are only one year's duration. When you sign an agreement with a company to managetheir global supply chain you have to make a sizeable investment to bring it up to speed (typically 90 to 120 days). The last think you need is another RFP to come out a few months later." Rather, companies should take the time to really evaluate what 'price' means, he says, "Total supply chain cost takes into account customer satisfaction, agility, and market penetration. You have to decide when evaluation your 3PL what the effect of their offering is on your total supply chain cost versus 'is the transportation I'm getting at the lowest possible price?'"Furthermore, companies should look at the 3PL's management tenure, says Levy. "You need stability in your 3PL supplier. Not necessarily the CEO, but the mid-level and lower-level managers at the 3PL that all your people around the world are going to have to be working with. For instance, what is the tenure of the 3PL's engineer in Tokyo who is working with your suppliers in putting the operation together? Is this someone who is going to be there for 2 or 3 years, or are they going to be getting a new engineer every 6 months? The people you'll be working with ultimately have to learn your business. Next, what is the 3PL's expertise in your vertical? Are you a pharmaceutical company, yet your 3PL specializes in automotive? Supply chains are different by verticals. Companies also need to think about a 3PL's global coverage.If you're sourcing from a lot of different countries around the world, this is critical. If your 3PL. only has agents or'shake hands' partners, I'd be concerned.Finally, what is the 3PL's growth philosophy? Is the 3PL looking to grow organically or are they a product of a lot of mergers and acquisitions, which means they're probably very inwardly focused and trying to get their systems integrated, and so on. Third-party logistics suppliers whose growth philosophy doesn't involve purchasing their expertise or presence are going to offer you a more stable product."Not surprisingly, one of the top challenges facing companies is how to handle a progressively more complex global supply chain. "As companies look to source and sell in new markets, their supply chains are extending overseas, most commonly China, but also into India and Eastern Europe. That means a supply chain that is longer, more complex, and potentially more costly," says Chay. "Secondly, as supply chains move beyond U.S. borders into emerging markets, these companies are finding they lack the local expertise in finding and managing vendors, dealing with customs, and with securing reliable transportation partners to get their goods from the factory floor ail the way to the retail store." "Third, the cargo security initiatives implemented post-September 11 have added a layer of compliance, documentation, and cargoverification requirements, making supply chain management more complex," adds Chay.Levy has experienced similar developments."One of the biggest questions on customers' minds is, 'How can we he sure we're compliant?"' says Levy, who has seen a growing need for security support or consulting, especially as companies encounter differing rules and regulations overseas. BAX Global is a participant in Customs and Border Patrol's C-TPAT(Customs-Trade Partnership Against Terrorism) program, and may have been one of the first in the 3PL industry to become certified. "We have a lot of high-tech customers turning to us for guidance on CTPAT," he says, adding that it will likely be just one of a number of programs that companies will eventually be required to participate in.Another challenge for customers, says Chay, is the export boom from China has led to significant congestion on the global transportation infrastructure, impacting all modes of transport that carry the goods, be it ocean or air, truck or rail, international or domestic. Our customers are asking us to help them design and manage supply chains that are fluid and flexible. That way, they can better respond to transportation bottlenecks and changing market conditions."As a final word of advice, Chay says, "When approaching the subject of logistics outsourcing, it's easy to fall into the trap of assuming all companies' needs are similar, when in fact the value that a 3PL can bring to the table varies dramatically by industry, global region, product lint', and individual company. More importantly, the value a 3PL brings can depend largely on an individual company's approach to outsourcing. The burning question isn't, 'What can your 3PL do for you?' it's 'What are you willing to let your 3PL do for you?' In other words, are you willing to give your 3PL more of a partnership role or do you want it to be just an order-taker? Are you willing to let your 3PL be an innovator in the big picture and day-to-day? Or, have you already decided the innovation is the exclusive province of your internal operations? And, how much of a 3PL's potential plan and advice are you willing to consider? Bear in mind that supply chain management is highly interdependent, where the sum of the parts can be greater than the whole."译文资料来源:WORD TRADE JUL Y2005 作者：Lara L Sowinski第三方物流供应商正处在其巅峰。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
我国第三方物流中存在的问题、原因及战略选择【摘要】我国物流业发展刚刚起步，第三方物流的理论和实践等方面都比较薄弱。
本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。
分析了产生上述问题的原因，并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战略等三种可供选择的第三方物流企业发展战略。
【关键词】第三方物流；精益物流战略；价值链联盟；虚拟化战略1引言长期以来，我国国内企业对采购、运输、仓储、代理、包装、加工、配送等环节控制能力不强，在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。
因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。
本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。
物流的定义在完成商业交易之后,物流将以最低成本和最高效益的方式执行将商品从供应商(卖方)流转到顾客(买方)的过程。
这就是物流的定义。
在物流过程中,既需要诸如物流设施和设备(物流运输工具等)的硬件,也需要对物流实施信息化管理进行物流标准化。
此外,政府和物流组织的支持也不可或缺。
物流的三大主要功能(1)创造时间价值:同种商品因所处时间的不同而有着不同的价值。
在商品流转过程中,往往会处于某种停滞的状态,物流的专业术语就称之为储存。
储存创造了商品的时间价值。
(2)创造场所价值: 同种商品因所处位置的不同而有着不同的价值。
这种因商品流转过程中而产生的附加增值称之为物流的场所价值。
(3) 同配送加工价值:有时,物流活动也能创造配送加工价值,这种物流加工主要改变商品的长度、厚度和包装形态。
物流中经常提到的“分割成更小的部分”就是配送加工中最为常见的形式。
大多数物流加工都能创造商品的附加价值。
2.物流作为新兴的商务领域,经历了从传统物流向现代物流发展的两个阶段。
这两个阶段的不同主要体现在以下两个方面:(1)现代物流采用了集装技术。
商品物流往往从包装开始,而后经历运输、储存和配送等过程。
整个过程始终在物流标准化的前提下运行。
以物流基础模数尺寸600×400MM为基础,制定出物流模数尺寸1200×1000MM,并将其放大至2591×2438MM,即形成集装箱的高度与宽度标准尺寸。
并能调整成适合铁运、汽运和船运的集装箱标准规格尺寸。
(2)信息技术在现代物流中尤其重要。
条形码、销售时点系统、电子数据传输系统、全球卫星定位系统的使用,极大地提高了物流活动的效率和精确程度。
而互联网更加有助于物流管理的市场开发、运营和管理。
国际物流很多企业正通过出口、许可、合营或跨国经营涉足国际市场。
这种趋势仍将持续。
随着这种趋势的发展，开发国际物流网络成为必须。
整合物流管理和成本分析将更加复杂和困难。
国际化将呈现出以下未来趋势：(1)物流将更多地承担起国际义务(2)对外贸易区的数量和规模的扩大(3)国际有纸作业和单据制作的数量的减少(4)更多的涉外仓储业务由出口企业经营和控制(5)小企业的数量增长(6)物流服务企业的涉外经营，如公营仓储业务和国际运输商(7)增加多配送渠道从某些方面讲，国际运输等同于国际物流。
因此，当涉足国际贸易领域时，企业必须建立国际物流系统以提供需要的产品或服务。
国际物流的更重要的发展在于大力采用先进的信息系统和实行独立的部门运作。
4.包装。
包装执行两个基本的功能—营销和物流。
就市场营销而言，包装承担促销和广告的功能。
其尺寸、重量、颜色和印制的信息会对顾客产生吸引力并将产品信息传达给顾客。
当企业涉足国际市场营销时，包装就显得更为重要。
出口到国外的产品需要运输更长的距离，经历更多的装卸搬运。
而物流包装在物流过程中起到了保护产品的作用。
废弃物处理。
物流过程中的活动也应当包括高效快速地对废弃物进行装卸、运输和仓储。
如若废弃物能够重新利用或回收，物流企业应当合理安排并将其运送到再生产或再加工地点。
退货处理。
退货处理通常叫做反向配送。
买方可能因各种原因将产品退回卖方。
多数物流系统未能对此类事件作出足够妥善的处理。
在很多行业，消费者因维修保证、更换或回收而退回产品，因而反向配送的成本可能会很高。
由于顾客对退货政策的要求更加灵活、更加实惠，反向配送将更加重要。
5.第三方物流第三方物流提供了所有的物流活动。
他们在第一方（供应商或生产商）和第二方（买方或顾客）之间扮演着桥梁或设施供应商的角色。
第三方物流提供商的基本目标是降低供应商的整体物流成本，提高顾客服务水平。
第三方物流增长十分迅速。
成本降低和对更好更便宜的服务的需求是增长背后的动力。
第三方物流提供商能够将来自几家企业的业务进行整合，并能提供频繁的提货和交货，而企业内部运输无法做到。
（第三方物流发展的）其它原因如下：* 企业并不专长于物流* 企业自身没有足够的物流资源* 对实施更好的物流运作的期盼，或没有时间开发内部物流所需要的能力* 企业正投资一项新领域，该领域有着不同的物流需求* 外包物流运营可能比整合物流运营更加有吸引力2我国第三方物流业存在的主要问题(一)我国策三方物流企业与国外第三方物流企业的差距较大，具体表现在以下几个方面：1、规模经济及资本差距明显。
由于国外的大型第三方物流企业从全球经营的战略出发，其规模和资本优势是毫无疑问的，尤其初创时期的我国策三方物流业，本身的规模就很小，国外巨头雄厚的资本令国内企业相形见绌。
2、我国策三方物流业企业提供的物流服务水准及质量控制远不如国外同行。
当国内一些企业还在把物流理解成“卡车加仓库“的时候，国外的物流企业早已完成了一系列标准化的改造。
同时，国外的物流组织能力非常强大，例如德国一家第三方物流公司，公司各方面的物流专家遍布欧洲各地。
如果有客户的货物需要经达不同的国家，那么欧洲各地的这些专家就在网上设计出一个最佳的物流解决方案。
这种提供解决方案的能力就是这第三方物流公司的核心能力，而不像国内公司号称拥有多少条船，多少辆车。
3、我国加入WTO后物流产业的门槛降低。
在物流服务业方面：我国承诺所有的服务行业，在经过合理过渡期后，取消大部分外国股权限制，不限制外国服务供应商进入目前的市场，不限制所有服务行业的现有市场准入和活动。
同时在辅助分销的服务方面也作出了类似的承诺。
这些方面的限制将在以后3—4年内逐步取消，在此期间，国外的服务供应商可以建立百分之百的全资拥有的分支机构或经营机构，国内物流服务业将直面国际竞争。
(二)资源浪费严重，第三方物流效率不高。
从微观上看，由于受计划经济体制的影响，长期以来许多企业，尤其是国有企业走的是“大而全”、“小而全”的路子，它们拥有自己的仓库、车队、甚至远洋船队，造成物流过程的大量浪费，具体表现为仓库的闲置，物流业经营分散，组织化程度低，横向联合薄弱。
而能够提供一体化、现代化、专业化、准时化、高效服务的第三方物流企业则很少。
从宏观上看第三方物流未能跟上经济发展的步伐形成产业化经营的模式，而仅仅是同交通运输、邮电通讯、商业物资、对外贸易等行业的综合与协作。
(三)缺乏系统性管理，装备标准化程度低。
目前我国大部分第三方物流企业是传统体制下物资流通企业基础上发展起来的，服务内容主要停留在仓储、运输上，缺乏系统性管理，物流的效率低，第三方物流的功能得不到有效发挥。
另外，我国物流部门条块分割，使得物流环节中运输方式与装备标准不统一，流物设施标准不配套，导致第三方物流无效作业的增加，速度降低和成本上升。
(四)第三方物流平台构筑滞后，信息化程度低。
第三方物流配送平台包括实体网络和信息网络，实体网络指物流设施、交通工具、交通枢纽等在地理位置上的合理布局而形成的有形网络；信息网络指第三方物流企业与客户利用信息技术，把各自的信息资源链整合而形成共享的信息资源网络。
我国实体网络的现状是：第三方物流装备水平较低，而且信息网络也缺乏必要的公共物流交流平台。
(五)国内企业的物流管理观念仍然十分落后，极大制约着第三方物流的发展。
例如：有些企业认为库存等信息是商业机密，必须由企业自身来管理，而对将该类企业活动外包出去的管理理念难以接受，往往造成企业自身物流控制管理水平低下，削弱了企业的市场竞争力。
3产生问题的原因分析(一)缺乏现代化物流知识和专业物流管理人才。
这一点是目前制约中国第三方物流业发展的最主要的瓶颈之一。
物流知识，尤其是现代综合的第三方物流知识远未得到普及，只是知道它的主要的业务领域是提供运输和仓储服务，而不知道它是对这些传统业务的新的整合，其业务领域也远过单纯的运输和仓储而成为连接原料、半成品供应、生产过程中物料流动、成品配送的全过程的服务，成为涵盖商流、实物流、资金流、信息流等于系统的综合体系。
(二)未能有效利用现代科技手段。
这种现状极大地制约了第三方物流企业的培育，影响了企业综合竞争实力的提高。
中国加入世贸组织，国内第三方物流企业将面临来自国外的强有力的竞争，国内第三方物流业很难提供低成本、高质量、高效率的服务。
(三)受到传统管理体制的制约。
在传统的条块分割的体制安排下，第三方物流的许多活动被割裂至各个不同部门，如交通运输、邮电通讯、对外贸易、国内贸易等，仅运输业就牵涉到铁道部、交通部等若干部门，部门之间缺乏高效协作，致使运输过程中各运输方式的转动环节耗费大量时间和成本，成为物流过程中的“陷阱”。
此外还有海关管理程序、物资采购等方面的一些规定也影响了物流企业综合服务水平的提高和业务领域的拓展，进而制约了第三方物流产业的快速发展。
4第三方物流企业的战略选择归纳国外几种最新的物流理论，并结合当前国外第三方物流发展实践，第三方物流企业的战略选择可以有以下三种：(一)精益物流战略由于物流理论和实践的滞后，我国大部分第三方物流企业还是粗放式经营，还不能准确定位自己的物流服务。
如果不尽快扭转这一局面，将对我国第三方物流业的发展产生制约作用。
精益物流理论的产生，为我国的第三方物流企业提供了一种新的发展思路，为这些企业在新经济中生存和发展提供了机遇。
精益物流起源于精益制造的概念。
它产生于日本丰田汽车公司在上世纪70年代所独创的“丰田生产系统”，后经美国麻省理工学院教授研究和总结，正式发表在1990年出版的《改变世界的机器)一书中。
精益思想是指运用多种现代管理方法和手段，以社会需求为依据，以充分发挥人的作用为根本，有效配置和合理使用企业资源，最大限度地为企业谋求经济效益的一种新型的经营管理理念。
精益物流则是精益思想在物流管理中的应用，是物流发展中的必然反映。
所谓精益物流是指：通过消除生产和供应过程中的非增值的浪费，以减少备货时间，提高客户满意度。
精益物流的目标在于根据顾客需求，提供顾客满意的物流服务，同时追求把提供物流服务过程中的浪费和延迟降至最低程度，不断提高物流服务过程的增值效益。