第三方物流国外文献综述
第三方物流：一个文献综述和研究议程【外文翻译】
第三方物流：一个文献综述和研究议程【外文翻译】外文翻译原文Third party logistics: a literature review and research agenda Material Source: Department of Management ScienceAuthor:Konstantinos SelviaridisIntroductionIn recent years there has been a surge of academic interest and publications in the area of third party logistics (3PL). This can be partly explained by the growing trend of outsourcing logistics activities in a wide variety of industrial sectors. The continuing wave of consolidation within the 3PL industry has also resulted in the emergence of large companies that have the capabilities to offer sophisticated logistics solutions on a continental or even global scale. Such logistics service providers (LSPs) strive to assume a more strategic role within the supply chain of clients, expanding their scale and scope of operations.Despite the growing interest in 3PL, the literature on this area appears to be disjointed. Based on an extensive literature review, this paper aims to offer a taxonomy of 3PL studies and point out opportunities for further research. In a previous attempt, summarised the results of their literature survey which also included articles from practitioner journals and the trade press. For the sake of rigour, the present study concentrates only on refereed journal papers published during 1990-2005.Analysis of findingsThe analysis of literature is based on multiple dimensions. Both content- and method-oriented criteria are used. The papers were firstly classified according to their research purpose(descriptive vs normative) and nature (empirical vs conceptual). The results indicate that most 3PL studies (60 per cent) are empirical-descriptive in nature.3PL studies are weakly theorised, with 69 per cent of the papers having no theoretical foundation and simply describing trends in the industry. This confirms others' views that logistics research lacks a theoretical basis. Nonetheless, somework uses theories such as transaction cost economics (TCE) and the resource-based view (RBV) of the firm to explain logistics outsourcing. Relationship marketing approaches, network theory, agency theory, competence theory, channel theory, political economy theory and social exchange theory have also been applied to explain aspects of 3PL relations. However, their use seems to be the exception rather than the rule and most of them are applied on a piecemeal basis, without serving any broader research objective.The level of analysis of 3PL research is also examined. In line with Harland (1996)and Hakansson and Snehota (1995), studies are classified in terms of three levels:1.the firm2. the dyad3.the network.The firm levelThe decision to outsource (or not) logistics activities depends on a multitude of variables, which refer to both internal and external considerations. have identified factors such as centrality of the logistics function, risk and control, cost/service trade-offs, information technologies and relationships with LSPs. The concept of logistics complexity is also introduced to incorporate a number of critical drivers that impact on the above identified factors. Product-related (e.g. special handling needs), process-related (e.g. cycle times) and network-related (e.g. countries served) drivers are believed to have an indirect influence in the outsourcing decision.A variety of benefits and risks in relation to 3PL have been reported in the literature. These can be classified as strategy-, finance- and operations-related. Outsourcing non-strategic activities enables organisations to focus on core competence and exploit external logistical expertise . 3PL providers can also contribute to improved customer satisfaction and provide access to international distribution networks . The most often-cited risks are associated with loss of control over the logistics function and loss of in-house capability and customer contact . However, it is usually the case that shippers employ a mixed strategy regarding logistics and retain important logistics activities (e.g. order management) in-house. While it is reported that users of 3PL enhance their flexibility with regard to market (investments) and demand (volume flexibility) changes, lack of responsiveness to customer needs is also cited as a problem of outsourcing .The review reveals a mismatch between supply and demand for logistics services. Evidence from recent industry surveys indicates that while LSPs expandtheir offerings to include information systems, consulting, contract manufacturing and even purchasing and financial services, there is a low uptake of such services and buyers in general prefer to outsource transport- and warehouse-related functions .Three main frameworks for procurement of logistics services have been identified. compare the purchasing process between commoditised (e-freight exchanges) and advanced logistics services. They find that definition of service requirements appearto be more difficult, criteria for 3PL selection extend far beyond price considerations and contracts are much more detailed when buying advanced logistics solutions.Berglund have identified several factors facilitating the rise of the 3PL market. On the demand side, key drivers include reduction in asset intensity, reduction of labor costs and restructuring of distribution; on the supply side, industry deregulation and declining profit margins in basic services are among the reasons for growth. Some authors have explained how transportation firms developed into 3PL providers by expanding their service offerings to differentiate themselves from competition .In a highly competitive sector cost reduction, market segmentation and service differentiation are the main ways of improving 3PL performance and profits. In addition, environmental changes and the introduction of new technologies have an impact on LSP strategic planning. For example, e-commerce and its implications for logistics operations should be fully understood by 3PL firm s .Both vertical (shipper-LSP) and horizontal (among LSPs) alliances are set up mainly with the aim of getting access to complementary resources and capabilities. In particular, horizontal alliances among LSPs are deemed necessary for the development of cross-border logistics solutions. Some authors though question the effectiveness of Pan-European and global logistics operators and they argue for the existence of local, medium-sized 3PLs that better serve customer needs in foreign markets .The dayd levelExisting literature suggests that the nature of 3PLrelationships is a function of service offering composition, contract duration and the client's motivation for outsourcing.There are many examples of partnerships between LSPs and manufacturers/retailers in the logistics literature. It is suggested that such partnerships develop gradually, as the number of outsourced activities increases overtime. Shippers often adopt an “increasing scope” strategy in respect of their relationships with LSPs. According to this practice, buyers are looking for specific solutions at the initial stages of the relationship in order to test the provider's capabilities . However, over time, the scope of the relationship increases and the offering expands to include more value-added and customised solutions .The design and implementation of 3PL relations appears to be problematic. Often-cited difficulties include lack of understanding of client's supply chain needs, lack of adequate expertise in specific products and markets, unrealistic customer expectations, inadequate description of services and service levels, lack of logistics cost awareness by the client and lack of 3PL innovation. In response to such problems the literature focuses on issues such as 3PL selection, contracting, information sharing between client-LSP and performance measurement systems. In relation to service provider choice, the buyer organization should create a comprehensive list of selection criteria that extend beyond price considerations. These issues are now considered in turn.Frequent communications and information sharing between the contracting parties are crucial for effective management of 3PL relations . Information exchange is important even in the pre-contracting period, when the buyer attempts to assess thecapabilities of the potential supplier. Communication channels in multiple organizational levels are established in order to cover the strategic as well as operational information needs. In many instances, joint meetings are also established to review the provider's performance and solve any arising problems. More seldom, inter-organisational teams and committees are formed with the aim of facilitating information exchange between contracting parties and/or improving business processes .Whatever their starting point of analysis or theoretical perspective, all frameworks include a relationship evaluation stage. A feedback mechanism is also incorporated in order to adjust the relationship objectives and adapt processes. Some of them do not consider specific 3PL characteristics. Even worse, researchers who apply such frameworks to 3PL relationships do no appear to provide any justification for doing so. These frameworks also suggest, either implicitly or explicitly, that 3PL alliances are a means to achieve competitive advantage, by gaining access to external resources and capabilities .Collaborative 3PL relations can lead to new competence development and innovation, provided that partners openly exchange information and share their knowledge and skills . Organisational learningis thought to be an important quality which facilitates innovation and 3PL service improvement .The network levelCurrent research focuses on dyadic LSP-client interactions. However, the boundary-spanning role of logistics and the importance of customer service for 3PL arrangements are reflected in many studies, which either implicitly or explicitly discuss the client's customer interface, i.e. the treatment extendsbeyond the dyad to consider larger networks.There are a few studies that explicitly discuss the formation of logistics outsourcing triads.Bask argues that the term 3PL implies a triadic link among suppliers, their customers and LSPs. Larson and Gammelgaard investigate the preconditions, benefits and barriers to the formation of collaborative relations among buyers, sellers and 3PL providers. Carter and Ferrin have illustrated the impact of trilateral collaboration on the reduction of transport costs. Moreover, Gentry has studied the role of carriers in strategic buyer-supplier alliances and concluded that LSPs mainly have operational responsibilities and are not involved in strategic planning of the supplier-customer alliance.Various forms of sub-contracting are also considered in the literature. In particular, the design of 4PL/LLP solutions entails that the LSP acts as a single point of contact within the client's supply chain. The 4PL provider is often regarded as a non asset-based company which makes use of its supply chain design/planning capabilities and IT solutions and acts as a single interface between the client and multiple (asset-based) LSPs (Skjoett-Larsen, 2000). Logistics providers also develop horizontal networks in order to gain access to complementary resources and capabilities.Directions for future research1.Focus on network research.The review has revealed a knowledge gap in relation to the design and implementation of 4PL/LLP contracting arrangements. Existing studies focus on conceptualising 4PL and pointing out its difference from 3PL, without reaching a common definition. Further, empirical research should be directed towards these phenomena, in particular:2.Focus on normative research.Further normative research is needed to provide practitioners with tools and frameworks for decision-making. On this front, two suggestions are offered: Outsourcing decision framework, Selection criteria framework.。
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。
第三方物流文献综述及外文文献资料
本份文档包含：关于该选题的外文文献、文献综述一、外文文献文献信息标题: Business Logistics Performance Measurement in Third-Party Logistics: An Empirical Analysis of Australian Courier Firms作者: Michael W; Ferry J; Ahmad A出版物名称: International Journal of Business and Information卷: 10;期: 3;页: 323-336 年份: 2015Business Logistics Performance Measurement in Third-Party Logistics: An EmpiricalAnalysis of Australian Courier FirmsABSTRACTThis paper presents an empirically validated measurement model of logistics performance in Australian courier firms. In third-party logistics firms, logistics performance directly influences both internal and external stakeholders/customers. The courier firm is an important model of third-party logistics. In this study, all measures are validated by both academics and practitioners. Empirical data for the study was collected through a web-based survey. A total of 162 responses were used to verify the measurement model of structural equation modeling. Results indicate that the logistics performance measurement has high reliability and validity in the study. This measurement model contributes to the business performance literature. It provides insight to assess logistics performance in the postal/courier industry. In addition, the measures can be generalized for different business management purposes.Keywords: Performance measurement, logistics performance, business logistics, supply chain management, postal/courier industry1. INTRODUCTIONDuring the last couple of decades, the logistics industry has boomed worldwide, and competition in the third-party logistics (3PLs) market is now very intensive. Thelogistics performance of 3PLs is crucial in today's competitive business world. Logistics performance in courier service is critical for customers [Ho, Teik, Tiffany, Kok, and Teh, 2012]. It is important for transport logistics service providers in delivering value to members in the supply chain [Lai, Ngai, and Cheng, 2004]. Especially, 3PLs and transport service providers play a vital role in a supply chain system to deliver goods and information to link the different business partners in a supply chain. Thus, the effect of 3PLs' performance is significant. Furthermore, logistics performance is a success factor for both logistics service providers and their customers [Richard and Rein, 2004], because not only are 3PLs and transport service providers impacted by logistics performance, but also other business stakeholders and/or customers in the same supply chain network may suffer negative impacts of logistics performance.Cohen and Roussel [2005] indicated that performance measurement refers to the indicators of the work performed and the results achieved in an activity, process, or organizational unit. Logistics performance was one of the important factors driving the choice of a 3PLs provider Mentzer and Flint, 1999; Thai, 2013]. In addition, an oft-repeated axiom is: "If you can't measure it, you can't manage it." Performance measurement is fundamental to achieving organizational success [Fawcett and Cooper, 1998]. Therefore, logistics performance measurement plays a vital role in today's business management.The 3PLs provide various services, which include transportation, warehousing, cross-docking, inventory management, packaging, and freight forwarding [Gudehus and Kotzab, 2012]. Between 84% and 90% of companies using 3PL suppliers believe that 3PLs should provide a comprehensive set of offerings [Donlon, 2006]. And, the 3PLs could benefit the companies in various aspects; for example, reduction in cost, reduction in capital investment, and enhanced operational flexibility. A courier company is one of the typical 3PL models in the logistics industry [Cowles, 2012]. Logistics performance in courier service is critical for customer satisfaction [Ho et al., 2012]. Previous studies have found that logistics performance could directly influence customer preferences [Feng et al., 2007; Ho et al., 2012; Mentzer and Flint, 1999;Thai, 2013]. Although less attention has been paid to the logistics performance of courier services, this paper presents an empirically validated measurement model of logistics performance based on the Australian courier industry.2. BACKGROUNDThe earliest record of courier parcel service in Australia can be traced to 1809. Its origin is Australia Post. Postal services were an important feature of Australian life from the early colonial period, being the only means of contact between Australia and Britain for much of the nineteenth century [Post, 2013]. Today, airplanes, ships, trains, trucks, and bicycles have been widely used by couriers to transport customers' messages and parcels. Modern forms of transportation allow parcels to be delivered very quickly over vast distances [Wang, 2011]. These methods are highly efficient and obviously far more reliable than any of the options in the past. The general parcel courier service uses technologies to organize, transport, and even track deliveries. With GPS-style tracking options, customers not only receive parcels quickly, but also can watch the progress of their parcels along the way and get a proof of delivery. Therefore, many information technologies are involved in modern courier service, such as online real-time track and trace technology, which enables customers to monitor their freights from the point of pick-up to the point of delivery.A courier company is a less-than-a-truckload (LTL) third-party logistics (3PL) carrier. One can sort 3PLs into different types, which include freight forwarders, courier companies, and other companies that integrate and offer subcontracted logistics and transportation services [Cowles, 2012]. A courier company is one of the most significant 3PL modules for all types of 3PLs. The operational costs for a carrier have three major components: costs for drivers and vehicles making local pick-ups and deliveries, line haul costs for transporting freight between terminals, and handling costs for sorting and consolidating freight. Handling freight in an LTL terminal is labor-intensive and therefore expensive because workers must quickly sort a variety of freight [Bartholdi and Gue, 2000]. Generally, road and air are the two most popular transport models in the Australian courier industry.Today's courier service is different from a traditional postal service. A large number ofcourier firms, especially the large-scale ones, have begun to offer various services, including inbound freight, freight consolidation, reverse logistics, value-added customer services, distribution, order fulfillment, and outbound freight. Moreover, trends such as globalization, online shopping, and urbanization stimulate demands for courier services [Wang, 2011]. It is important, therefore, to understand and measure courier performance. This study focuses on the performance of delivering express small parcels (normally under 30kg per item) in Australian courier firms; for example, DHL Express, TNT Express, and Toll priority.3. MEASURING LOGISTICS PERFORMANCEFrom the resource-based view (RBV), each firm is a particular bundle of resources and capabilities. Moreover, each firm may have distinct objectives and strategies. Therefore, performance measurement may be different in different companies. In general, performance can be measured in hard (objective) measures and soft (perceptual or responsiveness) measures [Chow, Heaver, and Henriksson, 1994]. Hard measures include raw financial statistics, costs statistics, commissions, and services rendered. In contrast, soft measures include supervisor appraisals and self-perception. Performance analysis is the measurement and comparison of actual levels of achievement of specific objectives [Yang, 2012]. When analyzing system performance, it is difficult to use qualitative evaluations that are vague. However, the chosen numerical performance measure may not adequately describe the system's performance [Benita, 1999]. Hudson, Haas, and Uddin [1997] showed that performance measures are the quantities that capture the level to which the system performed and the results achieved in the process. Performance measures also can be used for other business purposes. Such performance measures have to be identified as the first task in risk analysis [Aven, 2012]. The informative performance measures could help companies to prevent the escalation of, and reduce the consequences of, a hazardous situation [Aven, 2012]. Furthermore, performance measures may prevent and monitor the risks in risk analysis [Aven, 2012].Various indicators and attributes of logistics performance have been discussed in terms of different aspects or purposes. Previously, an aspect such as transportationcost or customer service was measured [Fawcett and Cooper, 1998]. The performance of activity was determined on the basis of costs [Christopher, 1998], whereas a number of empirical studies focused on service and quality [Irene Gil, David Servera, Gloria Berenguer, and María Fuentes, 2008]. Richard and Rein [2004] suggested that logistics performance is a success factor for both logistics service providers and their customers. Although logistics performance measurement has been widely discussed [Chow et al., 1994; Pichet and Shinya, 2008], there are few studies that investigate the logistics performance of courier firms. This paper provides an empirical analysis of courier firms in Australia.There are many distinct ways to measure performance in logistics companies. In the current study, logistics performance measures focus on the transport and freight industry in terms of the nature of being a courier, which is transporting express small packages/parcels from point of origin to point of destination (door-to-door service). The dominating logistics performance variable is on-time delivery [Helena, 2012]. Fawcett and Cooper [1998] identified important logistics performance attributes, including cost, productivity, customer service, and logistics quality. The performance indicators in the research are based on the hierarchy framework for evaluating logistics performance [Pichet and Shinya, 2008]. From Pichet and Shinya [2008] and Helena [2012], we extracted four logistics performance variables (on-time delivery, frequency of damaged freight, frequency of operation disruption, and flexibility). According to the literature review, the measures of logistics performance are drawn and developed from previous studies of logistics and transport industries [Fawcett and Cooper, 1998; Morash, 2001; Najmi and Makui, 2012; Pichet and Shinya, 2008]. The indicators of logistics performance are measured by four aspects: customer service, delivery operations, freight safety, and information accuracy (Table 1).The current study focuses on the actual courier performance of delivering small express parcels/packages, which may influence both courier firms and their customers. The results and generalization may be widely used, however, in the transport and logistics industry.4. METHODOLOGYStructural equation modeling (SEM) comprises two types of measurement scales: formative and reflective. It is important to understand the distinction between the two, because different types of measurement scales may influence the relationships and results in a study [Loehlin, 2004]. In reflective measurement models, variation in the construct causes variation in the item measures, changes in observed variables or indicators of the latent constructs reflect changes in the latent constructs, and the error item in items can be identified. In contrast, in formative measurement models, variation in item measures causes variation in the construct, latent constructs is determined as a combination of its indicators, and the error term cannot be identified if the formative measurement model is estimated in isolation [Churchill, 1979; Coltman, Devinney, Midgley, and Venaik, 2008]. In this study, we used a reflective scale to assess logistics performance.4.1. Instrument DesignMeasurement of the logistics performance of couriers in this study was derived from literature review and observation, and, then to ensure content validity, a pilot study was used to test the questionnaire before conducting a comprehensive survey. In the questionnaire survey, the items are structured and presented on a 7-point Likert scale. Likert-type scales are considered reliable and are recommended for obtaining people's attitudes, values, and perceptions [Miller, 1970]. In the 7-point Likert-type scale used in this study, 1 = "strongly disagree," and 7 = "strongly agree."A multiple-indicator measure of a concept is used to measure logistics performance. The main reason for its use is recognition that there are potential problems with relying on just a single indicator, because one indicator may capture only a portion of the underlying concept or be too general [Bryman and Bell, 2011]. In addition, the SEM requires a minimum number of indictors for a latent variable [Loehlin, 2004]. Multiple-indicator measures may minimize measurement errors and improve the reliability and validity of measures of concepts [Grinnell and Unrau, 2011].A positive feedback was received from our pilot study of the questionnaire, producing suggestions for minor changes. Nine items were finalized to assess logistics performance in Australian courier firms (see Table 3 in section 5.2). The indicators oflogistics performance are validated by both supply chain and logistics academics and practitioners in the Australian courier industry.4.2. Data CollectionIn this study, we consider the sample size for research using the partial least squares approach for structural equation modeling (PLS-SEM) analysis. One of the advantages of the PLS-SEM approach is the smaller sample size compared with other approaches. A questionnaire survey is a major instrument to collect data. In this study, 98 courier companies in Australia were identified and invited to participate. Empirical data was collected through a web-based survey. A total 162 responses were used to verify the measurement model of structural equation modeling. The approximate response rate was about 20%.4.2. Data AnalysisPLS-SEM has become a popular statistical technique in today's business research [Henseler, Ringle, and Sinkovics, 2009]. The IBM SPSS version 21 statistical software package was chosen for the study. This package is widely used for data screening involving data cleaning. Factor analysis involved the initial reliability, validity, and measure of purification in the study.5. RELIABILITY AND V ALIDITY OF RESULTSTo ensure the reliability and validity of the measurement model, a factor analysis is performed for the reflective construct. Reliability is an assessment of the degree of consistency between multiple measurements of a variable [Hair, 2010]. This study applies a reliability coefficient with Cronbach's alpha to test the reliability of the scale. The reliability is demonstrated by Cronbach's alpha greater than 0.7 in SPSS [Hair, 2010].Validity is another important dimension to indicate the degree of accuracy of measurements. Face or content validity was tested in the pilot study. Convergent validity assesses the degree to which two measures of the same concept are correlated [Hair, 2010]. High correlations are required to ensure convergent validity. A value greater than 0.7 is considered a satisfaction level. In contrast, discriminant validity is the degree to which two conceptually similar concepts are distinct [Hair, 2010]. Factoranalysis includes various reliability and validity tests, Cronbach's alpha KMO, Bartlett's test, communalities, and convergent and discriminant validity.5.1. Factor AnalysisExploratory factor analysis (EFA) is used to explore the underlying dimensions of construct. Logistics performance is a reflective multi-item construct. The most widely used method in factor analysis is principal axis factoring (PAF). It is a least-squares estimation of the common factor model. It makes no assumption about the type of error and minimizes the unweighted sum of the squares [unweighted least squares (ULS) or ordinary least squares (OLS)] of the residual matrix [Winter and Dodou, 2012]. Promax is used for the factor rotation method. The detailed testing results can be found in Table 2.Kaiser-Meyer-Olkin (KMO) measures of sampling adequacy and Bartlett's test of sphericity are used to assess the suitability of the respondent data for factor analysis. Interpretive adjectives for the KMO of sampling adequacy include marvelous (> 0.90), meritorious (> 0.80), middling (> 0.70), mediocre (> 0.60), miserable (> 0.50), and unacceptable (below 0.50) [Hair, 2010]. The value of the KMO measure of sampling adequacy for this study is 0.92, which would be labeled as marvelous. Bartlett's test of sphericity plays a vital role for accepting the sample adequacy. A general rule for the Bartlett's test of sphericity must be less than 0.05 [Hair, 2010]. The sig value for this test is 0. Therefore, the validity and suitability of the responses are accepted in this study.Based on Kaiser's criteria (eigenvalue greater than 1), a cumulative percentage of variance of 66.3% and a total of one component having an eigenvalue >1, one factor was extracted for the construct-logistics performance. No item is removed from the logistics performance measurements during the factor analysis. As Table 2 shows, the construct has high reliability and validity.5.1 Item Reliability and ValidityFor reflective indicators, a general rule for item reliability is Cronbach's alpha greater than 0.7 [Hair, Sarstedt, Pieper, and Ringle, 2012]. Cronbach's alpha is a commonly used test of internal reliability. It essentially calculates the average of all possiblesplit-half reliability coefficients [Bryman and Bell, 2011]. The instrument showed good statistical properties as the Cronbach's alpha for logistics performance is 0.93, which is above the threshold of 0.7 (Table 3). Therefore, the reliability of individual items is eligible in the study.In the current study, nearly all loadings are above the threshold of 0.7. In practice, items often have loadings below 0.7. It is common to exclude items only if loadings are below 0.4 [Hair, 2010]. Convergent validity is demonstrated by an average loading greater than 0.7, A VE greater than 0.500, and communalities greater than 0.500 (Hair, 2010). Convergent validity for the reflective items shows that all items load with a significant t value and that the A VE score is 0.66 higher than the threshold of 0.5 (Table 3). Discriminant validity is demonstrated by the square root of the A VE being greater than any of the inter-construct correlations (Hair et al., 2012).In this study, factor analysis is conducted to explore and investigate the nature of the variable - logistics performance in the Australian courier industry. The results demonstrate the reliability and validity of the scale of logistics performance in the Australian courier industry. Factor analysis has become an important tool for both quantitative and qualitative researchers to explore and generate dimensions. In EFA, researchers normally do not have expectations. This would help researchers to develop a theory. In addition, EFA is an important factor analysis approach to reduce a large number of variables into a smaller set of factors. We have used the approach to determine the factor of logistics performance and to develop an empirically supported scale of logistics performance in the Australian courier industry.6. DISCUSSIONWith the rapid development of e-business, couriers have become more and more popular, but there are very few studies on the courier industry. The objective of our study is to verify a measurement model of logistics performance in the 3PLs. In this study, we focus on business logistics performance measurement based on the Australian courier industry. We use factor analysis for measurement model development. Although items are adopted from the literature review, all items are used to assess the logistics performance of courier firm for the first time. This papercontributes to business performance literature. Logistics performance is assessed from four aspects: customer service, delivery operations, freight safety, and information accuracy. A total of 9 items were identified and tested to measure the logistics performance of the 3PLs. The factor analysis revealed one underlying factor of logistics performance in the Australian courier industry. Based on the results of factor analysis, the measurements of logistics performance have a high level of reliability and accuracy.7. CONCLUSIONThe primary contribution of this paper is that we found empirical support for a measurement model of logistics performance in the Australian courier industry. The scale of logistics performance was verified empirically. Our findings can be widely used for further research and/or measurement of logistics performance in the transport and logistics industry. We used IBM SPSS version 21 for data analysis. The results indicated a high level of reliability and validity. During the measurement refinement process, we did not delete any item. In other words, the 9 items were found to well represent the logistics performance of the 3PLs.The current paper provides, for the first time, an empirically validated measurement model of logistics performance for Australian courier firms. The results have important implications for both academics and practitioners. Logistics performance is an important concept in business discipline. Measuring business logistics performance is one of the key tasks in understanding and developing the concept. Our measurement model makes a contribution to the literature. For managers, operating costs may be a problem in many Australian courier firms. From our research, we identified problems relating to delays, customer complaint and damaged/ lost freight. We suggest that the scale could be used to assess logistics performance in other industries. Therefore, an important implication of the study is that future empirical studies should test logistics performance measurement in different countries and/or sectors.Although the results show a high degree of reliability and validity, it must be remembered that the empirical data was collected from Australian courier firms onlyand that any generalization to other countries or sectors should be made with caution. The logistics performance measurement model of structural equation modeling can be used for a structural model. Further research may be conducted to investigate the relationships between logistics performance and other constructs.二、文献综述第三方物流的文献综述摘要第三方物流，英文表达为Third Party Logistics，简称3PL，也简称TPL，是相对“第一方”发货人和“第二方”收货人而言的。
第三方物流外文文献5
Study on the Third Party Logistics Development under the Condition of Electronic Business RapidDevelopmentRongsheng LvSchool of Management Tianjin University of TechnologyTianjin, Chinalvrsheng@Haichao JinSchool of Management Tianjin University of TechnologyTianjin, Chinahaichao146@Abstract—At present, e-commerce which has taken information technology, business technology and management techniques together is at an alarming rate getting into the people's production and life, promoting the pace of economic globalization, trade liberalization and information modernization. However, when the network security technology and certification system have been increasingly sophisticated, the lag of third-party logistics development has been becoming a major obstacle to the development of e-commerce. To solve this problem, writer of this paper first examines the relationship between e-commerce and third-party logistics, through the SWOT analysis of third party logistics development, and then presents the countermeasures of third-party logistics development.Keywords-e-commerce; third party logistics; SWOT analysis;countermeasuresI.I NTRODUCTIONNeither saving raw materials nor raising labor productivity, establishing a highly efficient third party logistics system has become the key of e-commerce enterprises competitive advantage. Whether the operational improvement of third-party logistics system is successful has an extremely important influence on e-commerce. Thus, exploring the third-party logistics development which is appropriate to the current e-commerce rapid development in China has great significance.II.THE RELATIONSHIP OF E-COMMERCE ANDTHIRD-PARTY LOGISTICSA.The Impact of E- commerce on Third-party LogisticsWith the further development of social information, the operation mode of the e-commerce has been widely used among the various enterprises. This trend has played a huge role in promoting the development of the third-party logistics, but also puts forward new demands for the third-party logistics. 1)E-commerce has built up a new market for the third-party logisticsThird-party logistics is the best carrier for the e-commerce transactions. E-commerce applies modern information technology to achieve the whole process of the commodity trading and transaction management using no paper. Nevertheless, that the goods quickly and accurately reached to the users relies on modern logistics. In order to efficiently complete the online transaction, enterprises should get orders, sent goods in a timely manner from the warehouse to the customer hands, be up to date price list, know the billing information and handle the customer orders. The challenge posed by these processes is often difficult for enterprises to bear alone, so most companies will seek support from the third-party logistics companies.2)E-commerce provide a new technology to third-party logisticsThe information technology relating E-commerce infiltrates all-round way into the logistics management fields. It provides a higher information technology and a better channel of communication for third-party logistics. In e-commerce environment, the business process models of third-party logistics enterprise includes: undertaking the logistics business contract from the client companies, getting operational orders, organizing the purchase of goods, warehousing, storage, protecting, out of libraries, transportation and distribution, fund settlement and so on. Enterprises should take full advantage of e-business, organize and plan scientifically, use efficiently network resources, expand markets, improve work efficiency and enhance their core competitiveness, so as to increase economic benefits. Such as: bar-code technology (Bar-Code), electronic data interchange technology (Electronic Data Interchange, EDI), electronic ordering system (Electronic Order System, EOS) and so on. E-commerce has changed the competitive status of third-party logistics [1].3)E-commerce has changed the competition situation of third-party logisticsIn e-commerce, the market competitive advantage will not rely on that enterprises have the amount of material resources, but rather that it can mobilize, coordinate and integrate the number of social resources to enhance their market competitiveness. Therefore, the third-party logistics enterprises' competitiveness relies on information from their union or knowledge alliance. This requires third-party logistics enterprises unite together and form a collaborative state in the2010 International Conference on E-Business and E-Governmentcompetition. A After these, the third-party logistics supply chain could be more efficient, rationalized and systematized.B.Third-party Logistics Could Ensure the Realization of E-commerce1)Third-party logistics ensure the commercial productionWhether it is in traditional trade mode, or in e-commerce, the production always is the root of the circulation of commodities. But production need support of all kinds logistics activities. From raw material procurement to the reusable materials recovery and waste disposal, the entire production process is actually a series of logistics activities. Through reducing costs, optimizing inventory structure, cutting down capital, shortening the production cycle, modern third-party logistics ensure production efficiently. On the contrary, without modern third-party logistics, the production will be difficult to proceed smoothly, and e-commerce will not work on.2)Third-partyLlogistics Services for Business FlowIn the business flow activities, the ownership of goods will be transferred from supply-side to the demand-side when the purchase and sale contracts were signed, while the products have not been moved entirely. In a traditional transaction process, in addition to the non-physical futures exchange, the general flow of commerce must be accompanied by corresponding logistics activities. In the e-commerce, consumers click through the online shop to complete the delivery of commodity ownership, namely, business workflow. But the e-commerce activities are not over. Only when goods and services are really transferred to consumers, business activities will be ended. Throughout the process of e-commerce transactions, third-party logistics actually followed-up business flow. Modern third-party logistics is indispensable for business flow.3)Third-party Logistics is Fundamental Guarantee to Achieve "customer oriented"ConceptThe e-commerce greatly facilitates the consumers. However, the insecurity of online shopping has always been an important reason for the generalization of e-commerce. If there is lack of modern logistics, e-commerce shopping convenience to consumers would equal to zero. Ultimately, consumers will inevitably turn to the more secure way they consider. Currently, in e-commerce transactions, business flow, capital flow and information flow are available to achieve through computer and network communications equipment. Only most of third-party logistics distribute in the traditional way [2]. Thus, a highly efficient third-party logistics system becomes foremost factors which they draw consumers who are interested in e-commerce.III.T HE SWOT ANALYSIS FOR THE DEVELOPMENT OFTHIRD-PARTY LOGISTICS IN E-COMMERCEA.The Strengths (S) and Weaknesses (W) of theDevelopment of Third-party Logistics1)The strengths (S) in e-commerce•Developing third-party logistics can play a specialized division of labor and scale advantages, reduce theenterprises operating costs.•Relative to the enterprises' own logistics system, third party logistics favors the integration and allocation ofresources.•Third party logistics could be better able to promote e-business development. Third-party logistics is moreconducive to the accumulation of logisticsdevelopment fund and well achieve docking with theformer "three" flow.•Developing third party logistics is conducive to the improvement of urban traffic condition.•Developing third party logistics is conducive to reduce the logistics costs of customer enterprise, so thatcustomer enterprises can focus on their core business,and will help them to reduce the operational risks.2)The disadvantages (W) in e-commerce•Developing third party logistics will reduce the customer enterprises' control over their logistics.•Third-party logistics enterprises may not offer some individual logistics services to meet specific customerenterprise's needs.•There may be risks to release the corporate clients' strategic information when the clients make use ofthird party logistics.B.The Opportunities (O) and Challenges (T)of Third PartyLogistics Development1)The opportunities (O) of China's third-party logistics development•As e-commerce developing, increasing competition among enterprises, enterprises need to get rid of thedaily work out of the logistics business to focus effortson developing their own core business, which offers afavorable external environment for rise anddevelopment of third party logistics enterprises.•We can take up many successful third party logistics development experiences from other countries, such asAmerica and Japan.•More and more countries and regions establish trade partnerships with us, which brings a good opportunityto develop their business space for the third-partylogistics enterprises.•China's logistics industry has made significant progress, logistics, which provides a good foundationfor the rapid development of third party logistics.2)The challenges (T) of third party logistics development•Third party logistics market in China as a whole is still very scattered, small and less specialized. Theoperation efficiency of third-party logistics is low andthe operation cost is high. Third-party logisticsenterprises can not take a good satisfactory service forthe customers.•Third-party logistics enterprises are facing strong competition from the foreign logistics enterprises,which gives our country a direct threat to the third-party logistics industry.•The supply of qualified personnel in third-party logistics is not sufficient and third-party logisticmanagement is in low level.IV.T HE COUNTERMEASURES OF DEVELOPING THIRD-PARTYLOGISTICS IN E-COMMERCEBasing on the above SWOT analysis, I believe that, in e-commerce environment, the development countermeasures of third-party logistics are as follows:•The relevant legislation department should accelerate to perfect laws and regulations. The healthydevelopment of third-party logistics and the credencefrom client companies to third-party logisticsenterprises depend on the integrity of relevant laws andregulations. Only in a sound legal and regulatoryenvironment, third-party logistics could be operated asmarket disciplinarian, the main bodies couldconveniently fulfill their obligation and advocate theirown rights, third-party logistics could develophealthily.•Developing third-party logistics, the government must play a overall planning and policy guidance role.Third-party logistics development must be brought intothe nation, provinces and regions developmentplanning. These plans should be rationally distributedand carried out step by step. All provinces and regionsshould coordinate and cooperate each other to improvethe allocation efficiency of social logistics resources.Government should increase policy support to third-party logistics and support large-scale and specializedlogistics enterprise development.•Through the integration of government and market resources, the investment of logistics infrastructurecould be ensured. The normal operation of the softwaresystem is built on perfect hardware. Conversely, ifthere is no ancillary logistics infrastructure, discussingthe development of third-party logistics would be notdifferent from squaring a circle. The construction ofthird-party logistics infrastructure that is seasoned withe-commerce is a prerequisite and important content forthe development of third-party logistics.•The relevant departments should make more perfect logistics industry standards, so that distribution,warehousing, transport, packaging and other aspects ofthird-party logistics become standardized. Thesuccessful conduction of the logistics marketingrequires a set of industry standards as a support.•Third-party logistics enterprises should establish a public information platform for logistics-relatedbusinesses and customers on the internet, so that thetwo sides can interactively communicate. Certainly,this interactive platform can improve the transparencyof market competition. Enterprises can find a suitablethird-party logistics companies as partners and seekcustomers so that the services they provide adapt to themarket need [3].•Third-party logistics enterprises must actively enhance the degree of information technology to achievelogistics informational and networkable. As aprofessional third-party logistics service providers,they should be able to establish and improvecommunication and coordination with businesspartners through management information systemsthrough applying the logistics managementinformation system Basing on the timely developmentof e-commerce, third-party logistics enterprises shouldcarry out technological innovation in order to meet theneeds of e-commerce development.•Increase the intensity of foreign exchange. Send a number of third-party logistics personnel to moredeveloped countries, such as America and Japan, so asto master the more advanced logistics technology andmanagement We can employ foreign experts to carryout technical guidance and teach their successfulmanagement experience.•Cultivate great quantity of high-level logistics professionals. Through various forms of full-time andnon full-time education and training, the whole societymust make efforts to train all kinds of logisticsmanagement and technical personnel. In the UnitedStates, 92% of third-party logistics managers have abachelor's degree, 41% have a master's degree and22% have vocational qualification certificates. Incontrast, we only just start logistics education. Inaddition, professional education, undergraduateeducation, graduate education and qualificationtraining are all still weak and they all need be urgentlyreinforced [4].R EFERENCES[1]Ye Wei. Modern logistics which is adapt to e-commerce develop [J].Management Science Digest, 2004 (10).[2]Ziquan Long. The integration model of third-party logistics and e-commerce [J]. Modern management science, 2006 (12).[3]Li jun Bao, Xiangjing Luan. In e-commerce environment, the pathanalysis about the informatization construction of small and mediumsized logistics enterprises in China [J]. Group Economic Research, 2007. [4]Russell A.Gilmore. Third Party Logistics[J]. Prentice Hall,1998.。
第三方物流外文文献6
Abstract—With the rapid economic development, the logistics industry plays an increasing important role in China. But China's logistics enterprises lack of apparent core competitiveness. Compared with some advanced countries. through identifying and quantifying competitive factors, logistics enterprises can understand their core capability, and thus can provide higher level customer services. The study takes competitive factors of logistics enterprises as targets, identifying and quantifying the key competitive factors of third party logistics in Zhejiang of China based on Principal Component Analysis (PCA). Moreover, the study put forward focal competitive points and developing methods of third party logistics in different stages, and these findings will be useful to the development of third party logistics. The results may be have some reference for some logistics enterprises.
第三方物流外文文献7
Information Flow Model of Third-party Logistics Based on Internet of ThingsXiaohui Liu1,2, Youwang Sun11. School of Transportation EngineeringTongji UniversityShanghai, China18xhliu@ 2. School of Economics and Management Shanghai Second Polytechnic UniversityShanghai, ChinaAbstract—This research aims to looks at the literature of third-party logistics, information flow, and the Internet of Things, then analyzes information flow model of third-party logistics. The paper is carried out to make analysis of information flow model of 3PL based on the environment of Internet of Things.Keywords: Third-party Logistics; Information Flow; Supply Chain Management; Internet of ThingsI.I NTRODUCTIONThe globalization market has stimulated the demand of logistics. Logistics plays a significant role in integrating the supply chain of industries. One initiative that is proving productive and allows businesses to concentrate on their core competencies is the outsourcing of the logistics function to partners, known as third-party logistics (3PL) provider. [1] Third-party logistics or logistics outsourcing is an emerging trend in the global market.Supply chain now has to compete with other supply chains. The chain-chain competition has started to take over the enterprise-enterprise competition. The forward-looking enterprises today are dynamic; they collaborate with suppliers, customers and even with competitors, share information and knowledge aiming to create a collaborative supply chain that is capable of competing if not leading the particular industry. Hence, gaining competitiveness under such a cut-throat environment becomes increasingly difficult, but not impossible. [2]Supported by modern information technology, defined by contract, the organization of third-party logistics is a sort of industry organization that is based on the ally of transaction main bodies. All parties of the supply chain should cooperate and share information with each other. The smooth communication of information among them is essential and can be achieved by constructing information flow model of 3PL, especially based on Internet of Things (IoT).II.L ITERATURE R EVIEWIn this section, we review the literature on third-party logistics, information flow, and the Internet of Things. The literature review provides the theoretical foundation for this research.One of the challenges in trying to evaluate the growing body of literature on 3PL is the lack of a single consistent definition of the concept. Indeed, many definitions and interpretations of 3PL can be found in the literature. According to Lieb(1992), 3PL involves ―the use of external companies to perform logistics functions that have traditionally been performed within an organization. The functions performed by the third party can encompass the entire logistics process or selected activities within that process‖.[3]Bask (2001) described 3PL as ―relationships between interfaces in the supply chains and third-party logistics providers, where logistics services are offered, from basic to customized ones, in a shorter or longer-term relationship, with the aim of effectiveness and efficiency‖. [4] This definition clearly points out the essence of the 3PL concept as involving business-to-business relationships where third parties fulfill the logistics needs of their clients in the supply chain while recognizing the potentially wide range of these relationships in terms of scope, content and duration.[5]In short, this conceptualization of 3PL as a dyadic relationship between shippers (buyers or sellers of the goods) and logistics service providers in a supply chain is adopted.Information flow contains real-time, direct and accurate information that can trigger the material logistics. The continuous information flow helps to build the best material flow and a necessary requirement to operate supply chain integration. To design and control of supply chain information chain, the following need be addressed: the portability and speed of data transmission——only transmitting the necessary information; the transparency of information access——to define the correct level of information for each supply chain member; to access accurately and timely the required types of information; to ensure that information can reach the correct recipient; to prevent and control data leakage and select the right communication tools. [6]The term of Internet of Things was firstly used by Kevin Ashton in a presentation in 1998.[7]Based on data communication tools, primarily RFID-tagged items (Radio-Frequency Identification), the IoT is playing a part in facilitating the exchange of goods and services in global supply chain networks. The IoT could provide an IT-infrastructure facilitating the exchanges of ―things‖ based on an Electronic Product Code (EPC). Carrying RFID tags with a unique EPC. Although the information of ―things‖ is not fully saved on an RFID tag, it could be available through linking and cross-linking with the help of an Object Naming Service (ONS). Based on Domain Name System (DNS), the___________________________________ 978-1-4244-8726-4/11/$26.00 ©2011 IEEEONS can be considered as subset of the DNS and will also inherit all of the well-documented DNS weaknesses [8].III.I NFORMATION F LOW M ODEL OF T HIRD-P ARTYL OGISTICSAs the use of 3PL, enterprises can help themselves to reduce significantly their physical facilities, reduce supply chain operation costs and increase response speed, which won the logistics agility. Figure 1 shows a typical example of 3PL, which includes the transfer of inventory and customer order fulfillment of two collaborative processes:1. The transfer of inventory includes:1.1 sending stock transfer orders from manufacturer to a third party;1.2 sending confirmation message back from third-party;1.3 transferring of goods to a third party warehouse;1.4 sending goods back from the third party to manufacturer.2. The customer order fulfillment includes:2.1 customer’s orders;2.2 sending sales orders and distribution notice from manufacturers to third party;2.3 third party’s notification of goods delivery and scheduling to manufacturers;2.4 third party warehouse’s shipping notice to customers;2.5 transporting goods from third party warehouse to customers.UML is a model standard describing process and it can be used to: ①easily describe information sharing structures of specific supply chain environment; ②make the reference way of model built easy to share with other members by direct reference or converted into XML (eXtensible Markup Language). According to the semantics of activity-object flow graph of UML, the information to send is described as Action, the information flow as Object flow. Identified on Figure 2 in the 1, 2, 3 to describe the information flow are as follows:1. Send Replenishment OrderCondition: Inventory levels ＜Reorder point (ROP)Sender: ManufacturerReceiver: Third partyData_ object: Replenishment ordersData_template: EDI﹟format numberReq_action: Order confirmationMode: Batch2. Send Delivery NotesEvent: Delivery notice generatedSender: ManufacturerReceiver: Third partyData_ object: Delivery NotesData_template: EDI﹟format numberReq_action: Sending shipping noticeMode: Batch or Real-time3. Send Shipping NoticesEvent: Shipping notice generatedSender: Third partyReceiver: ManufacturerData_ object: Shipping noticeData_template: EDI﹟format numberMode: Batch or Real-time[9]Figure 1 Material and Information Flow of 3PL[9]Figure 2 Modeling 3PL with UML Activity Diagram[9]IV.I NFORMATION F LOW M ODEL OF 3PL B ASED ONI NTERNET OF T HINGSrmation Visibility in the Supply ChainFigure 2 shows that manufacturer and 3PL provider share some of its inventory and order information (delivery notice). But the 3PL provider does not share it with the manufacturer's information. One-way messaging shows that the information share of 3PL supply chain mode has linear structure. In this case we can use RFID system and the Internet of Things to facilitate data exchange between partners. In addition, with the 3PL technology, data models and information exchange of public standards development, the shared data objects represented by rectangular box between the ―manufacturer‖and ―third party‖will be integrated into supply chain network and become part of centralize e-Hub, so that data can be shared by more other members of the supply chain. This increases the information visibility in the supply chain. rmation Flow Model of 3PL Based on Internet ofThingsThe development in network technology is essential for implementing the vision reaching out to objects in the physical world and to bring them into the Internet. Radio-frequency identification (RFID) technology has been applied to supply chains. The Electronic Product Code (EPC) Network, an open global standard proposed by EPC global, links RFID to the Internet to enable immediate, automatic identification and secure sharing of information about items.[11] Integrating promising information technologies such as RFID can help improve the effectiveness and convenience of information flow in 3PL supply chain. The Internet of Things based on RFID provides an information sharing platform among all participants of the construction chain using web technology and RFID-enabled PDA. Fig. 4 shows the application of RFID-enabled PDA used in construction projects based on the Internet of Things. [12]Figure 4 Application of RFID-enabled PDA based on Internet of Things[12]RFID-enabled application refer to the use of RFID technology and computerized systems for achieving advanced business goals. An appropriate architecture is the key to the success of RFID application. Figure 5 depicts the main components of a generic RFID system. Interactions in such a system occur in three layers: devices, data processing and data integration. The RFID devices layer consists of RFID tags and readers as well as RFID protocols for reading and writing RFID data. The RFID data processing layer consists of a number of software components for communicating with RFID readers, filtering and cleaning RFID data, and automatic data transformation and aggregation. The RFID data integration layer is concerned with the applications that exploit RFID data, such as supply chain management. On this basis, the architecture of information system model of 3PL based on Internet of Things is shown on Figure 5. [13]V.C ONCLUSIONThe information management in 3PL and the Internet of Things are both focus of research in present-day society. This paper is carried out to make analysis of information flow model of 3PL based on the environment of Internet of Things. This analysis aims to provide a new vision to research logistics and supply chain management.A CKNOWLEDGMENTThis work is supported by the Joint Research Scheme of National Science Foundation of China and Research Grants Council of Hong Kong (Grant No. 70731160015 and N_HKUST 612/6) and Educational Highland funds by Shanghai Municipal Education Commission.Figure 5 Architecture of Information System Model of 3PL Based on Internet of Things[13]R EFERENCES[1]J.J. Hong, A.T.H. Chin and B.L. Liu, ―Logistics outsourcing bymanufacturers in China: a survey of the industry,‖Transportation Journal 43 (1) (2004), Pages 17–25.[2]P.H. Ketikidisa, b, S.C.L. Kohc, , , N. Dimitriadisa, c, A.Gunasekarand and M. Kehajovae, ―The use of information systems for logistics and supply chain management in South East Europe: Current status and future direction,‖Omega, Volume 36, Issue 4(2008), Pages 592-599.[3]R.C. Lieb, ―The use of third-party logistics services by largeAmerican manufacturers,‖Journal of Business Logistics 13 (2) (1992), Pages 29–42.[4] A.H. Bask, Relationships among TPL providers and members ofsupply chains—A strategic perspective, Journal of Business & Industrial Marketing 16 (6) (2001), Pages 470–486.[5]Alessandra Marasco, ―Third-party logistics: A literature review,‖ Int.J. Production Economics 113(2008), Pages 127-147.[6]Xiaohui Liu, ―Supply Chain Management,‖Dalian University ofTechnology Press(2011), Pages 162-167.[7]Gerald Santucci. From Internet of Data to Internet of Things. Paperfor the International Conference on Future Trends of the Internet, ftp://ftp.cordis.europa.eu/pub/fp7/ict/docs/enet/20090128-speech-iot-conference-lux_en.pdf.[8]Rolf H.Weber. ―Internet of Things –New security and privacychallenges,‖ Computer Law & Security Review Volume 26, Issue 1, January 2010, Pages 23-30. [9]Jian Peng, ―Study on Information Share and Application Integratingin Supply Chain,‖ Master Thesis of Chongqing JiaotongUniversity(2007), Pages 23-25.[10]Taewoo Nam, Keunhyuk Yeom, ―Business-aware framework forsupporting RFID-enabled applications in EPC Network,‖ Journal ofNetwork and Computer Applications, Article in press[11]Lung-Chuang Wang, Yu-Cheng Lin, Pao H. Lin, ―Dynamic mobileRFID-based supply chain control and management system in construction,‖Advanced Engineering Informatics 21 (2007), Pages 377–390.[12]Lu yan, Yan Zhang, Laurence T. Yang, Huansheng Ning, ―TheInternet of Things——From RFID to the Next-Generation Pervasive Networked System,‖ Auerbach Publications (2008), Pages 84-85.。
文献翻译第三方物流文献综述
文献翻译第三方物流文献综述第三方物流:文献综述Alessandra Marasco摘要近年来，第三方物流（Third-party logistics，TPL）引起了许多学者的重视研究。
虽然出现了很多关于这个研究领域的论文，但是对第三方物流进行综合研究的科学文献还是比较少的。
本文对关于第三方物流的文献现状进行一个调查研究，获取关于第三方物流的文献综述。
从1989年至2006年共有152文献，发表于33家著名的国际期刊，分别为内容和方法上的相关问题，希望基于这个文献综述，能对未来第三方物流的研究发展提出好的建议和帮助。
关键词：第三方物流；组织关系；文献综述1.简介第三方物流（Third-party logistics----TPL），也称为物流外包（例如Knemeyer，2003；Maltz and Ellram，1997;Razzaque and Sheng, 1998等等），已经获得了大部分物流学者的关注，从而导致在这一领域的研究和写作日益广泛普遍。
最近的几项研究表明，物流学者对TPL的研究积极性提高，各行业公司的部分甚至全部部门越来越多的管理使用第三方供应商来促使其物流业务稳步增长。
(例如.Lieb and Bentz, 2004, 2005a; Lieb and Miller, 2002;Lieb and Randall, 1999a等等).尽管现在有很多关于这个研究领域的文献，但是对第三方物流进行综合研究的科学文献数量还是比有限的。
Razzaque and Sheng 在1998提供了一个比较全面的物流外包文学文献综述，从期刊杂志和其他出版物搜集了一些突出重要的研究成果。
Skjoett-Larsen et al. 在2003年提出了第三方物流研究概述，树立了北欧学校关于第三方物流的研究方法、推理方法或总结经验的鲜明特色，他们的综述总体上强调了北欧的第三方物流的研究对国际研究过程做出的贡献。
第三方物流外文文献3
Supply and Demand Matching Model for Third Party Logistics Integrated PlatformChunhua JUComputer Science and Information EngineeringCollegeZhejiang Gongshang UniversityHangzhou, Chinajuchunhua@Bin SunComputer Science and Information EngineeringCollegeZhejiang Gongshang UniversityHangzhou, Chinasunbin0302@Abstract—In order to improve the supplier selection and matching supply with demand for third party logistics integrated platform, this paper proposes a three-layer evaluation index system for supply and demand matching considering factors of service areas and cooperation experiences, establishes a supply and demand matching model based on neural network. This model perfectly simulates the process of fuzzy integral diagnosis, with corresponding parameters of adaptive learning and training index systems of fuzzy neural network. Experiments show that this model can effectively evaluate comprehensive abilities of suppliers, with high level of accuracy and feasibility.Keywords- fuzzy neural network, third party logistics, integrated model, supply and demand matchingI.I NTRODUCTIONThird party logistics (3PL) integrated platform is a supplier integrating the whole supply chain. It supervises manufacturers and retailers as the sole connector between customers and suppliers providing logistics, services and information. It is vital important for 3PL integrated platform to match proper suppliers and customers for improving its competitiveness, even competitiveness of the whole supply chain.Nowadays, many researches on selection and matching in 3PL integrated platform are conducted. Gang W and Xiao ling G select logistic suppliers by analytical hierarchy process. Zhong W establishes evaluation model by judging matrixes. Zhi ying L adopts one-layer fuzzy integral diagnosis method and establishes evaluation model. Current methods have two problems: (1) these methods evaluate suppliers by comprehensive capability only. The results are used in the long run and different areas and demand in different logistic businesses are overlooked. (2) The role of qualitative indexes on selecting logistic suppliers is neglected. The weights of indexes lack accuracy and depend too much on subjective judges, with no scientific methods.This paper proposes a supply and demand matching model for third party logistics integrated platform based on neural network and establishes three-layer evaluation index system considering factors of service areas and cooperation experiences. Further, fuzzy neural network is adopted to learn and train different indexes and finally get evaluation indexes for matching supply and demand in one single logistic business, which provides scientific and appropriate principles for selecting suppliers.II.F UZZY NEURAL NETWORK MODEL OF SUPPLY AND DEMAND MATCHING FOR THIRD PARTY LOGISTICSINTEGRATED PLATFORMFuzzy neural network is a system combining fuzzy logic and fuzzy network, better than separate fuzzy system or fuzzy network. Fuzzy neural network can properly express fuzzy and qualitative knowledge, resembling human reasoning, and can deal with uncertainty and non-linear problems. It has many advantages, like concurrent calculation, distributive information storage, error toleration and adaptive learning.A.Fuzzy module of comprehensice capability index ofsuppliersThis module is to fuzzify the input of comprehensive capability index and calculate the fuzzy variable value of every input index. Fuzzy membership function adopts Gaussian function, with its definition:µ x eµ(1)Where µ denotes the center of membership function，σi denotes the width of membership function.Evaluation indexes of all the samples are divided into several classes with K-Mean clustering algorithm. The mean of x scores of all the samples under one certain class equals to µ value in the corresponding class. σ is computed as follows:σj=1n(x j`-μi)2nj=1Where n denotes sample size, x ` denotes index value of different samples in corresponding class.B.Experiment result analysisNeural network in fuzzy neural network this paper proposed adopts error back-propaganda, namely BP learning algorithm. In essence, BP algorithm computes output values in the direction of input to output, gets the errors of output values and sample values, then propagandizes errors in reverse and revises connection weights to reduce errors of output. Specific steps are as follows:2009 International Joint Conference on Artificial Intelligence•(1) Initializing ω and θ in a 0-1 scale at randomly, where ω is connection weight from neuron i to neuron j, θ is the threshold value of neuron j (hidden layer and output layer).•(2) Input the fuzzified training sample {x } and the corresponding expectation {y }, where p, l denote sample size and the number of input vectors respectively.•(3) Compute output O in different layers. As for input layer (the second layer in Figure 1), input equals to output, namely O x , where xdenotes the ith value of pth sample. As for hidden layer and output layer, O f（∑ω O θ ）, where O is the input of neuron i and meanwhile the output of neuron j. f(x) is a non-linear, differential and not decreasing function，generally, S-shaped function f x 1/ 1 e .•(4) Compute error signals in different layers. The error in output layer δ y O O 1 O , the error in hidden layer δ O 1O ∑δ ω•(5) Back-propaganda, revised weight: ω t 1 ω t αδ O , where α denotes learning rate.•(6) Compute errors: E∑∑ O y,when E is lower than the given error of fitting,network training is over, or else, turn to (3), andcontinue training.III.T HREE-LAYER E VALUATION I NDEX S YSTEM FOR L OGISTIC S UPPLY AND D EMAND M ATCHING Traditional methods adopt indexes limited to the factors of capabilities of suppliers, which can analyze and differentiate suppliers in capability, size and services to some extent. But not the supplier with the strongest capability adapts all the logistic businesses. Whether both parties match depends on the hard wares and soft wares of suppliers and whether the suppliers have advantages in given areas, and cooperation experiences (successful or awful) between customers and suppliers. This paper proposes a new index system contains the areas served by suppliers and cooperation experiences, in addition to the comprehensive abilities of suppliers. as Table 1 shows,TABLE I. T HREE-LAYER INDEX SYSTEM FOR SUPPLY AND DEMANDMATCHING OF LOGISTICSFirst Second ThirdComprehen-sive abilities of logistic suppliers operationalcapabilitytransportation xstorage xvalue-added service xinformatization xcustomization xtransportationservice xservicecapabilitywarehouse management xdata record ximport and export xpayment disbursement xCreditprice xstrength xlevel management xcorporate image xhuman resource xarea index and algorithm xcooperation experiences index xprehensive abilities of logistic suppliersComprehensive abilities of logistic supplies have threemain dimensions, operational capability (transportation anddelivery, storage, value-added service, informatization,customization), service capability (transportation service,warehouse management and operation, data record, importand export, payment disbursement), credit (price, strength,level management, corporate image, human resource).B.Area index and algorithmArea index refers to the coefficient of areas of thislogistic business and areas covered by suppliers, specificsteps as follow,Initialization: analyze historic business data of everysupplier (in near six months), get the main area network ofdaily business of suppliers, for example, Beijing toShanghai, separate and mark all the districts above the levelof county in this path and get the network of service areas,then put into array B[] (according to AdministrativeDivisions Statistics of the People's Republic of China issuedby Ministry of Civil Affairs of the People’s republic ofChina in 2005). Then, get the best path of this business (withalgorithm) and separate all the districts above the level ofcounty and put into array A. As Figure 1 shows, in thedashed line is service areas set of certain logistic supplier.Specific rules are as follow,•①if both the first and last element in string Abelongs to array B, then coverage coefficient is 1•②if one end of string A belongs to array B, thenjudge backwards till the other end (at j), return tocoverage coefficientc ,（0 c 1）•③if neither the first and last element belongs toarray B, then judge toward center and return tocoverage coefficientc 。
第三方物流文献综述
第三方物流文献综述第三方物流文献综述总述：随着世界经济和现代科学技术的迅猛发展，物流产业作为国民经济中的一个新兴服务部门，正在全球范围内迅速发展。
它被认为是国民经济发展的动脉和基础，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。
第三方物流这一先进的物流运作模式，由于适应了现代企业生产方式的变革和市场外部条件的变化，逐渐成为现代物流发展的主流。
我国要发展现代物流，对第三方物流发展战略的研究与探索己成为至关重要的内容。
关键词：第三方物流；物流营销模式；零售网购；客户服务一、第三方物流研究及发展前景第三方物流诞生20多年以来，在过去的10年中得到了飞速的发展。
第三方物流实质上由供应链的上下游物流需求双方之外的第三方，利用自有资源，同时整合社会资源，为客户提供全方位、客户服务高水平、专业化、低成本的物流服务。
第三方物流企业为客户提供物流服务，其实实质是一种产品及服务产品，进行专业化的运作并且进行有效的服务营销，扩大市场来获取竞争优势。
现代物流研究是一个不断创新、不断发展的过程，作为其中的一种运作管理模式，第三方物流也必将随着社会需求的变化、技术手段的更新，而不断得以成熟与完善。
实现物流活动的高效化、资源配置的合理化，将是第三方物流所要追求的永恒目标。
二、第三方物流成产经营及营销模式的分析一个客户企业完整的物流体系包括运作层、管理层、规划层三个层面。
运作层的物流服务是最早的物流外包形式，也是最重要、最基本的物流服务形式。
随着服务层次和项目种类的扩展，传统物流逐步向第三方物流转变，管理层面的物流服务主要指库存控制、物流预测、采购计划等的高级物流服务。
目前规划层主要指的是对物流网络、物流体系的规划设计，包括物流设施选择、仓库配送中心选址。
在利用所有的第三方物流服务的基础上，提供增值的创新服务。
第三方物流有别于传统的仓储、运输类企业，其营销具有鲜明的特点。
在物流服务的初期，第三方物流企业的中心在于降低物流成本，提高物流水平，不断拓展服务范围，使客户企业建立依赖性，逐步加大信息技术、管理人才的投入，在合作的过程中提供个性化差异化的服务。
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。
第三方物流企业配送研究外文文献2000字
第三方物流企业配送研究外文文献在当今全球化的经济环境下，物流运输的效率和可靠性对企业的竞争力至关重要。
而第三方物流企业作为一种专业化的物流服务提供商，为企业提供了更加高效、经济的配送方案。
本文旨在通过研究外文文献，探讨第三方物流企业配送方面的相关研究成果，为我国物流行业的发展提供参考和借鉴。
一、第三方物流企业配送的概念与特点第三方物流企业是指一种专业从事物流服务的企业，其主要业务范围包括物流信息化、仓储管理、运输配送等。
第三方物流企业配送作为其核心服务内容之一，具有以下特点：1. 专业化：第三方物流企业配送业务具有高度的专业化水平，能够根据客户需求提供个性化、定制化的配送方案。
2. 灵活性：第三方物流企业配送能够灵活调整运输方案和线路，以应对市场变化和客户需求的不断调整。
3. 成本优势：由于规模经济效应和专业化运作，第三方物流企业在配送环节能够实现成本的节约和效率的提升。
二、第三方物流企业配送的发展趋势随着互联网和物流技术的不断发展，第三方物流企业配送业务也面临着新的发展趋势：1. 物流信息化：第三方物流企业配送将会进一步加强物流信息化建设，实现从订单管理到配送跟踪的全程信息化管理。
2. 网络化配送：第三方物流企业将加强与电商评台的合作，实现网络化配送，提升配送效率和服务质量。
3. 环保配送：第三方物流企业将会注重环境保护和可持续发展，推动绿色配送和低碳物流的发展。
三、第三方物流企业配送的关键技术在第三方物流企业配送业务中，关键技术的应用能够提升配送效率和服务质量，主要包括以下几个方面：1. GPS技术：全球定位系统技术的应用，可以实现对配送车辆的实时监控和路径规划。
2. 物流大数据：通过物流大数据分析，可以对配送网络进行优化和规划，提高配送的效率和准时率。
3. 无人机配送：无人机技术的应用，可以实现城市快递配送的最后一公里服务，提高配送的灵活性和效率。
四、第三方物流企业配送的质量管理第三方物流企业配送的质量管理是保证配送服务质量的关键环节，主要包括以下几个方面：1. 运输安全：第三方物流企业要严格遵守国家相关的运输安全法规和标准，保障货物的安全运输。
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;。
快递业文献综述及外文文献资料
本份文档包含该专题的：外文文献、文献综述一、外文文献Transport, Logistics, and Fulfillment OptionsLaurel J. DelaneyAir TransportShipping by air used to be an emergency strategy, used only when a customer needed a product immediately, but with the proliferation of international air delivery services such as Federal Express, DHL, UPS, and Airborne Express, it is now easy and economical to move your product around the world, even overnight. You’ll generally pay a higher price per kilo than you will for ocean shipment, but in some expense categories you’ll actually rack up some savings. For example, packing costs tend to run less for air transport. One major consideration is the weight of your cargo. Are you exporting feathers? If so, air transport would be cheaper, provided you don’t use cartons that take up a lot of space. Tractors, on the other hand, should be transported via ocean.If exporting highly perishable items is your business, you’ll want to familiarize yourself with carriers that offer affordable worldwide express shipments of chilled, frozen, and fresh foods, such as seafood, meats, and produce. You will see more and more demand for this service as the market for organic, fresh, and convenience foods expands. I suggest you call the US Department of Agriculture’s interna tional marketing office for additional help. It usually has directories, workbooks, and guides to assist exporters of highly perishable products.The International Air Transport Association represents 240 airlines worldwide. When these members reach agreement on a fixed rate, they file a tariff with the US Department of Transportation. Tariffs define the rate, rules, and regulations governing air cargo deliveries for a given carrier or conference. Only when an exporter is charged by a shipper a cost that is beyond the maximum amount specified in the tariff (unless it is under a service contract) will she need to notify a regulatory agency to complain.There are two major types of equipment used in air transport:1.Air cargo containers: These types of containers are loaded by hand or forklift. They come in more than a dozen different styles and sizes.2.Air cargo pallets made of wood or plastic (corrugated plastic is used but not recommended) with netting: These are also loaded by hand or forklift.Which type of equipment you use depends on the type and quantity of the cargo you are shipping. To determine the absolute best way to ship your cargo, always discuss your situation with your transportation company. And don’t forget to find out the distance from your cust omer’s door to the closest seaport or airport. If one delivery destination is closer than the other, you’ll save your customer time but not necessarily money in the case of shipping to the nearest airport, because air cargo can be expensive.The top two considerations when choosing air vs. sea freight are transit time and the cargo itself. It usually takes a product a couple of days to arrive by air, whereas sea freight takes anywhere from twelve to fourteen days. The cargo itself, whether delicate in nature (fine art, for example) or large in size (as is heavy equipment), forces you to make the best decision for your cargo shipment.CautionAlways check with your shipping specialist to verify the pallet requirements for yourdestination country. Some countries, for example, require certain types of wood packaging to be treated with chemicals or heat before being allowed into their country.Ocean TransportShipping by ocean takes much longer than shipping by air, but it is nearly always much less expensive. T hat is why it will generally be your overseas customers’ preferred method of transport. Whereas with air shipment, the greater the volume of your shipment, the more expensive it becomes, with ocean shipment a greater volume of shipment actually decreases the cost. Ocean transport is less simple, though, because it involves many more choices that you may know very little about. These include the choice between terminals, vessel types, container loading options, and so forth. You’ll have to rely on your trans port company to give you advice.When choosing a transport company, you’ll want to find out the following:1.The frequency that the vessels sail2.The transit times3.The reliability measures4.The ports served by steamship line5.The company’s safety record6.The computerization for cargo managementThe last point, computerized cargo management, is vital these days. You want to be able to track your cargo at any given point. If it gets lost, you want to know that the transport company can find it. Cargo management is an important part of the package you offer your customers— so anytime you find a new and better way to serve them in terms of cargo, jump on it.Shopping for an Economical Transport PackageShipping lines—whose vessels are still commonly referred to as “steamships” although the days of steam-powered shipping are long gone— can be classified as either independent or conference. Independent lines tend not to have as many ports of call, which can cause shipping delays. Sometimes, while comparison shopping, you will find an independent line that quotes you a rate that is cheaper than what the conference lines are offering. Howe ver, when using an independent line you can’t be sure of your shipper’s timeliness or reliability. Conference lines, on the other hand, guarantee similar standards and rates. If you can contract with a conference line on an exclusive basis, rates are usually cheaper than, or at least competitive with, those offered by an independent line. The guarantee on rates during a specified period of time is a savings that you can then pass on to your customer or use to pad your own profit margin. Other types of ocean transport companies that have evolved over the years are NVOCCs, or non-vessel-operating common carriers, and shipper’s associations. NVOCCs book space on vessels and then sell the space to shippers with smaller cargoes in smaller-volume units. They consolidate these smaller shipments into container-loads under one bill of lading, and as a result can pass on more favorable rates to the small cargo shipper. You can also take advantage of a larger shipper’s economies of scale to move your smaller loads more cheaply. Shipper’s associations, similarly, were formed to pull together several different shippers’ cargoes to achieve greater volum e and hence lower rates.Don’t forget that ocean and air shipping itself is only part of the transport package you’ll need to assemble. To get your product to an ocean-going vessel for loading, you must also transport your cargo overland by truck or rail. How do you do this without spending an arm and a leg?The most advanced and efficient transport mode currently available to exporters to handle this problem is intermodal transportation. This is a start-to-finish transport package that takes your cargo fro m its point of origin to its point of destination (commonly described as “door -to-door”) under a single bill of lading. It involves the use of at least two different transportation modes— rail and ocean, for example— to cover the overland and overseas movement of the cargo. The company that offers the package is liable for getting the cargo from the point of origin to the final destination, and it will charge you a “through rate” to do so. The rate represents a substantial savings over what it would cost you to engage separate carriers for each leg of the trip. An added bonus: The company can issue a computer-generated bill of lading within hours of the cargo’s receipt at an inland terminal or immediately after the vessel has left port. This means faster turnaround time in collecting payment from your customer. Some intermodal service packages also offer container freight stations, which save you time and drayage (local transportation) costs by bringing their service closer to your door.TipWith the Internet and the advent of e-commerce sales transactions for B-to-C transactions, most international carriers and third-party logistics providers now offer all-inclusive door-to-door landed costs (meaning they include the price of the product, the delivery charge, taxes, duties, customs, and in a currency your shoppers understand) on single-product shipments delivered to a consumer. In 2009, this was unheard of. What a difference five years makes! If you are an exporter of refrigerated commodities, most sophisticated transportation companies can offer cost-efficient transport via refrigerated vehicles. For example, there are railcars equipped with individual generators to ensure the preservation of perishable products during transit. Some companies offer what is ca lled a “motorbridge” (trucking) service to exporters of frozen meat and other perishables, which entails a through transportation rate from the producer’s door to the customer’s door. Other companies offer multipurpose vessels for more cost-effective shipment of noncontainerized cargo, such as tin, tea, equipment, and grain. These vessels are usually smaller in size than those found in a regular containerized ship, allowing them to travel safely through rough seas and narrow channels. They also make the difficult portside dockings at newly industrialized countries easier.It’s imperative to shop around and compare rates to get the best-possible transportation package for your customer. Don’t be shy about questioning a transportation company or freight forwarder at length and in great detail about its service and rates. That is what it is there for, and you don’t owe them anything until after you’ve hired them. Always inquire about the latest and most advanced methods for moving goods overseas. Even as you read this, improvements are underway. Keeping current with the transportation industry will help you offer your customers the most innovative and cost-effective service and equipment options. Break-Bulk and Container LoadingWhat kind of vessel you choose to ship your cargo, and what special handling, loading or storage apparatus, if any, should be used, will depend on the type and quantity of your goods. Here are a variety of common options and techniques for loading your shipment.Break-BulkBetter known as less than container-load, or LTL shipment, break-bulk shipment is the most likely option to be used by new exporters, whose first orders are likely to be small. It allows your customer to test the product in his market before committing to a large quantity, such asa full container-load or more. The shipper can still load the goods into a container, but the container will be delivered to a consolidation point (port of exit) where other shippers’ goods will also be stowed in the container. The advantage of this method is that it allows smaller, low-volume exporters to have their cargo containerized, although it is not as desirable as a sealed door-to-door container, as I will discuss.To control the expense of small-quantity shipment, find a transport company that specializes in break-bulk. Naturally, when you are shipping a small trial order and hoping for repeat business, it will be to your advantage to control your customer’s costs by offering them the best rate possible. When shipping LT L, you’ll need to take extra care in packing and marking your cartons. (I’ll discuss carton marking in greater detail later.) Break-bulk shipments are commonly packed using the following materials:Pallets: Wood pallets must be strong enough to be stacked on racks and reused numerous times.Never let your cartons overhang a pallet. Your whole load might collapse! As previously mentioned, some countries require certain types of wood pallets to be treated with chemicals or heat before allowing the shipment to cross its borders. Check with your transportation specialist.Slipsheets: Used to pull your cargo to the point of loading, these sheets are usually made of fiberboard or plastic. They must be strong enough for the forklift operator to clamp onto and pull. Slipsheets cost less than pallets and eliminate the expense of transporting pallets back to the shipper for reuse. Cartons placed on slipsheets must be cross stacked, shrink-wrapped, or secured with extra-strength strapping.Crates: Wood crates are still popular with some shippers due to their strength and resistance to humidity, at any temperature and at any point in transit.All onboard packing aids should be recyclable or reusable. Use the minimum amount of material necessary to protect your product. Pallets, slipsheets, and crates are loaded using the following methods:Bulk loading by machine or hand (for bulk commodities, for example)Hand loading using individual shipping containers, with or without pallets Unit loading using palleted or slipsheet stacks into containers with forkliftsContainer LoadingShipment by container-load continues to be the preferred method for exporting goods because each container is sealed (allowing it to stay closed from the factory door to the customer’s door), strong, theft resistant, and stackable. Containers are also easy to load and unload; transport by truck, rail, or ship; and store. The only time the container may be opened while in transit is for the customer’s inspection, so the transport of the goods becomes nearly bulletproof concerning safety and pilferage issues.NoteExporting by container continues to grow. According to trade data produced by PIERS, “U.S. containerized exports were up 5 percent in February 2013 compared to February 2012, reaching 1,011,874 20-foot-equivalent units.” PIERS, a database of US waterborne trade activity, says this is the largest year-over-year increase since June 2012, when exports jumped nearly 10 percent.Containers are available in various volumes and in a number of specialized constructions to accommodate various cargo types. Typically, shipping companies provide containers, but youcan also rent or buy them new or used. If you want to do so, try eBay, contact a local shipping company to inquire about used shipping containers, or contact the Container Alliance, a network of portable storage and shipping container providers.A container can cost anywhere from $1,500 (used) to $8,000 (new). Rental costs range from $75 to $295 per month. You can also expect to pay delivery and pickup charges on any of these scenarios. The twenty-foot container, the most popular volume, works well for starting up with exports. The forty-foot container is the second-most popular choice. It’s important to resist the temptation to overload this larger container or you won’t be able to move your cargo over land! For large loads, a forty-five-foot container is an attractive bargain because it gives you a 27 percent increase in interior capacity over the forty-foot unit for the same handling costs. Containers come as large as forty-eight feet, but these are comparatively rare.Just as you conducted market research on where the best market is for your product using a variety of sources, keeping track of where all your exports are going provides a good basis for asking yourself, “Should we be looking at these markets since there are so many containers going to that part of the world?” Take The Journal of Commerce s annual ranking of the top fifty world container ports for 2012). 5Here is a snapshot of the top ten container ports, which shows heavy concentration in China (Asia):The port of Shanghai handled 32.5 million twenty-foot-equivalent container units, considered the busiest container port in the world in 2012.High-cube containers (referred to as HQ; they include twenty-foot, forty-foot, and other measurements) are oftentimes shipped at the same rate as a standard container but offer more cargo space and are typically one foot taller. Garment containers have a movable track system, so that prepressed and prelabeled garments can be shipped on their individual hangers, unloaded, moved right into a showroom, and racked for sale. Open-top containers, designed for awkward, oversize goods, such as heavy equipment, can be loaded from the top by crane. This reduces handling costs. Refrigerated containers come in high-cube and wide-body dimensions and offer temperature-controlled environments that can be monitored by means of an exterior temperature recorder, a central shipboard control, or even satellite transmission. Bulk-hatch containers, used for commodities such as corn and grains, can be loaded from the top or the rear for easy access and minimal handling. Vented containers allow for appropriate ventilation and thus eliminate potential condensation, preventing damage to moisture-sensitive goods like tobacco, spices, and coffee. Flat-rack containers, designed for moving huge goods, such as heavy equipment, lumber, and pipes, can be loaded from the top or the side, thus reducing handling costs. An expandable chassis accommodates a variety of box sizes and allows for easy offloading from ship, to train, to truck.TipIf you are interested in learning more about shipping containers and who invented containerized cargo (hint: an American by the name of Malcolm P. McLean), read the article “The Truck Driver Who Reinvented Shipping,” and try The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger, by Marc Levinson. Both are fascinating reads!Having shown you what’s entailed in getting your shipment underway, I’d like to introduce you to one of my favorite solutions for the shipping phase: the freight forwarder.The Global Freight Forwarder: Your One-Stop Transport ProGlobal freight forwarders serve as all-around transport agents for moving export cargo, typically transporting it from a factory door to your customer’s warehouse or storage facility. Their service saves you lots of time, effort, and anxiety and is available for a very reasonable fee, usually under US$200 per transaction—an e xpense that you’ll include in your price quotation to your customer and recoup when you collect payment. These are just some of the things a freight forwarder will do for you:Handle all shipping arrangements on the basis of your specificationsTake legal responsibility for the shipmentPay up-front costs to move the productArrange for a carrier to arrive at your factory door at a specified date and timeBook space with transportation carriersHandle all documentation and see that it is properly processedArrange insurance, if requestedPresent documents to your bank in a timely fashion to meet your payment terms Suggest or make on-the-spot packing adjustments, if neededMove the product from the factory door to the port of exit, either by common carrier or rail Take responsibility for getting the cargo on the vessel in time to sail on schedule, thus enabling you to meet all the terms and conditions of your payment agreement Monitor the shipment from beginning to end and keep you informed throughout See to it that the shipment arrives safely at the foreign port of entry and proceeds from there, depending on the delivery terms that you quoted to your customerIf you were to undertake the transit of goods yourself, you would probably be overwhelmed by all these logistics, and you would certainly not achieve the savings that forwarders can, given the networks of service providers that they have in place and the volume and frequency of shipping that they do. You can find freight forwarders by conducting a web search using the keywords “Freight forwarders, international transportation” or you can check for listings in trade magazines or other international directories. You should find hundreds of them. In some instances, they will be categorized by the geographic area they serve, the type of commodity in which they specialize, or the transport modes they offer, such as air or ocean—most forwarders offer both. Pick two or three that seem like a good fit for your product and shipping destination. Some may be located near your office or by an airport or port facility that you expect to use often.The Kings and Queens of International Shipping: UPS, FedEx, DHL, and TNT Logistic experts UPS, FedEx, DHL, and TNT have long been considered the best in international shipping. Check with each of these companies in regard to their areas of expertise, including whether they not only ship worldwide but also handle fulfillment needs and collecting payments from customers worldwide.The electronic filing of export information, formerly do ne with the Shipper’s Export Declaration (SED) form, is the system used by US companies to electronically declare exports with the US Census Bureau. The process, now called electronic export information (EEI), is done through AES Direct the filing is required for items valued over $2,500 or on products requiring an export license. Most sophisticated carriers can take care of the electronic filing on your behalf for a small fee and provide options for you to self-file or provide your own company’s completed EEI. Check with each international carrier. Refer for more information.Third-Party Logistics and Fulfillment CentersExporting represents a significant opportunity for online small business retailers. Setting up an e-commerce site automatically puts you in front of a potential 2.4 billion online customers. To service even a fraction of those customers, you’ve got to get up to speed on how to package and ship your products internationally.A third-party logistics company (abbreviated 3PL) provides logistics services for part or all of your supply-chain-management functions. They can warehouse, pack, and ship your products to customers all over the world, for example. Some will even produce or procure goods for you. Many of these services can be scaled and customized to your needs. Further, 3PLs allow you to leverage their industry expertise, achieve volume discounts, and realize other benefits (better carrier rates, for instance). To get up and running, many service providers require you to have a good technology program developer on board to install appropriate applications. Prepare accordingly.NoteTypically with a 3PL, you’ll need to integrate your e-commerce platform closely with that of the 3PL’s provider. Major carriers like UPS and FedEx, for exa mple, offer tools or even application programming interfaces (APIs) that make it possible to calculate the landed cost and integrate shipping tools into your e-commerce platform. Consult with them on how to incorporate their APIs within your existing e-commerce platform.Ask whether your provider can not only calculate the international shipping costs on transactions but handle the fulfillment part on B-to-C transactions as well. Decisions must be made on who will put your product in a box, label it, insert the appropriate commercial invoice (used as a customs declaration form), calculate shipping charges (including tariffs, duties, and taxes), and ensure the product arrives to a customer’s final destination timely, economically, and safely. These are things a 3PL will do for you. It may be worth investigating one or more from the list we will look at to make the fulfillment part of e-commerce easier on yourself and your customers as well. Third-Party SuppliersHere is a short list of third-party suppliers (3PLs) who specialize in helping businesses ship internationally and deal with the customs, tariffs, and currency conversions worldwide. The whole point of using 3PLs is to enable you to reach customers globally and take on new customers by using existing technology systems— all without hiring extra employees.TipSome people shy away from putting all their eggs in one basket. In the case of selling, distributing, and marketing your products worldwide, you might want to consider a master logistics provider that does it all. That way, you develop a strong relationship and achieve efficient distribution with fewer touch points (meaning less people handling your product), letting you focus on perfecting your sales and marketing methods.Simple Methods to Improve Logistics and Boost SalesThere are a few other factors to consider before getting started with international carriers or 3PLs. Here are some steps you can take to improve your international e-commerce results Comparison shop between carriers and the various carrier-shipping-fulfillment options. Saving even pennies on each package you ship internationally can save you big bucks later on, and those savings can boost your bottom line. Use various online calculators (USPS, UPS, orFedEx, for instance) to get an idea of what it might cost to send your package to China as an example of the costs.Audit your shipping and fulfillments costs quarterly. See if you are making or losing money. If you are losing money, switch carriers or take an entirely new approach toward the product you are exporting, the market you are entering, and the carrier you are using.Scrutinize the rates of different carriers to decide whether to opt for a flat-rate price on each package or go by weight or measurement (whichever is greater) on the calculation.To ship free or not to ship free? That is the key question. Free shipping is a growing trend in e-commerce. The most popular offer is free shipping in exchange for a minimum order in dollars. Second to that is free shipping for a limited time only, such as three weeks prior to a Valentine’s Day shipping deadline. I’ve always fallen for the free shipping offers, especially when I need a product and it’s coming from overseas, showing that it does have a positive psychological influence on consumers, resulting in increased sales. If you offer free shipping, make sure you don’t lose money on those sales!SummaryYou now have some guidelines telling you what transport and fulfillment methods are available to get your product to your customer and how to make a cost-effective choice. As you move on to put together a price quotation for your customer, including price per unit, total transport, and incidental charges, you’ll see exactly how valuable working with a good global freight forwarder, logistics expert, or fulfillment company can be in making the sale and delivering the goods. 二、文献综述快递业研究文献综述摘要：近年来，中国快递产业发展迅速，目前已经在中国东部地区形成了以沿海大城市群为中心的区域性快运速递圈。
第三方物流文献综述
文献综述前言在国际贸易飞速发展的现今，掌握核心技术，降低生产成本，取得市场的核心竞争力已经成为各企业纷纷追逐的目标。
第三方物流是基于降低企业物流成本，集中精力发展核心产业为目的建立起的物流方式。
但通过多年的实践操作和应用，第三方物流的可行性在理论界和实践领域掀起一番争论，本文通过对国内外关于第三方物流资料的理解、综合与总结，归纳出目前的主导观点，通过物流实例的对比、分析，阐述第三方物流存在的可行性和发展意义。
通过对第三方物流的归纳和分析，浅谈第三方物流对我国开展国际贸易的促进作用和积极影响，并针对现有的问题，通过加快与国际物流接轨、加大政府对物流业的政策支持、加大对物流专业高级管理人才的培养力度、加快物流基础设施的建设、改善物流管理技术、促进企业与第三方物流商之间的沟通与信任等措施予以完善。
第三方物流的发展和运用是我国企业开展对外贸易的必要条件，促进我国对外贸易的进一步发展。
1、第三方物流的概述1.1第三方物流的产生20世纪80年代后期，欧美发达国家首先提出了第三方物流，即将业务外包引入到物流领域。
根据美国物流协会于2002年出版的《物流术语词条2002年升级版》，其将第三方物流定义为：将企业的全部或部分物流运作任务外包给专业公司管理经营，能为顾客提供多元化物流服务的专业公司称为第三方物流提供商。
通过对其的理解，第三方物流公司其实本身并不拥有货物，只是为其客户在时间和空间上转移货物，通过提供服务而获得盈利。
由此可知，第三方物流其实是种委托—代理关系，物流外包方是委托方，第三方物流公司是代理方，通过契约的方式确定双方的权利和义务。
1990年，Prahalad ＆Hamel在《企业核心能力》中指出，核心能力是企业可持续竞争优势与新业务发展的源泉，它们应成为公司的战略焦点，企业只有具备核心能力、核心产品和市场导向这样的层次结构时，才能在全球竞争中取得持久的领先地位。
企业为了能在竞争中占有一席之地，不断寻求利润的获得点。
第三方物流国外文献综述
第三方物流国外文献综述(秉镰教授课上作业)一、总述ﻫ1。
国外对第三方物流的研究（图表见附件)ﻫ全球化条件下的物流经济发展呈现的几个特点：(1)基于网络、电子商务的发展,电子物流、物流管理系统信息化。
(２)向集约化和协同化方向发展,物流活动国际化。
一是物流园区的建设,二是物流企业的兼并和合作性加强.(物流业向规模化、国际化方向发展）ﻫ(3)物流服务向优质化、社会化、全球化方向发展.（第三方物流与物流中心的迅猛发展，物流服务，物流服务向全球化发展）上表是通过对来自于6１个国家的多于150０位供应链行政总裁的调查数据。
我们可以看出，最频繁的外包服务是本地和网络运输(分别是83%和79%),其次是仓库外包（69%),通关及报损外包（（67%）,以及货运外包（51%)。
这份报告还指出：ﻫ(1)运输外包在欧洲和太平洋地区更加广泛;(２)欧洲地区的总裁更倾向于外包他们的运输管理;ﻫ(3)相比起其他地区,北美洲的组织(5 1%)更倾向于将运费审计及支付工作外包（拉丁美洲10%,欧洲18％）;ﻫ(4)亚太地区以及拉丁美洲的组织对顾客服务外包更加关注。
在拉丁美洲,订单的到达,处理以及履行外包是其他地区的两倍;ﻫ（5)在亚洲地区，报关和货运外包叫其他地区更加广泛。
(1) TPL 的概念、特征、绩效、发展阶段等ﻫ①概念ﻫ第三方物流在国外常称之为契约物流、物流联盟、物流伙伴或物流外部化,类似于外协或契约物流（ Jａｍes C. Johnｓon，１9９８）;也有将TＰL 定义为：“一家公司使用另一公司进行所有或部分物料管理或产品分销" （ＲｏberｔＢ。
l— laｎdfield , 1９９6）的物流; TPＬ主要是“外协所有或部分公司的物流功能, 相对于基本服务, 契约物流服务提供复杂、多功能物流服务, 以长期互益的关系为特征" ( Rｕsselｌ A。
Gilｍore, 1９98); 它是“综合物流服务供应商, 提供给潜在顾客向一个供应商购买其所需的全部物流需求中的两个或两个以上方面服务的能力” （Ｂowerｓox, D。
第三方物流文献综述2
第三方物流文献综述2精品word文档值得下载值得拥有笫三方物流文献综述-(第三方物流研究背景第三方物流(TPL)概念始于20世纪60年代，源于管理学中的英文单词Outsourcing, 乂称外包物流，由于物流外包后，物流的提供方与需求方形成一种契约关系，所以笫三方物流乂称契约物流。
关于第三方物流的一个较为认可的普遍解释为：由供方和需方之外的第三方来管理物流或部分物流作业的一种运作模式。
我国国家标准《物流术语》中，将第三方物流定义为：“山供方与需方以外的物流企业提供物流服务的业务模式”。
〈物流研究〉指出笫三方物流主要包括以下六个环节:一是货物配送，即及时准确地将货物送到指定商家和地点;二是连锁经营，过去只限于餐饮、零售，现在则扩大到家电、建材等各个行业，连锁经营的内部物资统一配送;三是包装加工，根据货物的特点和客户的要求进行包装；四是产前产后的服务，包括海关的报关、中介代理、广告参展等;五是仓储运输，运用海空陆的交通系统，保证货物安全地运输和仓储;六是电子商务，通过互联网等电讯工具寻找和联系业务、跟踪服务、业务咨询等。
笫三方物流发展前景。
当今社会，经济一体化趋势越来越明显，企业之间的竞争变得越来越激烈，专业化趋势越来越明显。
于是，企业与企业之间在核心竞争力的竞争变得越发明显，越来越多的企业为了把精力专注于核心竞争力上，把非核心业务外包出去。
在中国，笫三方物流处于发展初期，而且呈地域性集中分布，未来市场潜力很大。
推动中国第三方物流发展的主要因素，首先在于跨国企业正在将更多的业务转向中国，并通过外包他们广泛的物流功能来降低供应链成本;其次是中国公司面临着降低成本而增加了物流外包的需求;最后是政府的激励措施也是刺激中国笫三方物流市场迅速发展的重要因素。
物流以其复杂性与特殊性，成为外包的热门对象，复杂性表现在:物流活动的多样性，包括运输、仓储、包装、分配等;物流管理的复杂性，需要协调物流内部部门的业务利益冲突，乂要配合上游的供应商，下游的销售部门或销售商;物流财务统讣与成本控制的模糊性等。
国内外第三方物流客户关系管理研究综述
国内外第三方物流客户关系管理研究综述管理视野'ManagementPerspective 优化企业管理国内外第三万物流害户关系管理研究综述李润霞上海交通大学客户关系管理的理论基础来源于西方合，主要研究供应链敏捷性能否快速满足客关于第三方物流的研究也日继增多，但是把的市场营销理论，在美国最早产生并得以迅户需求，如Perry和Sohal 等学者以澳大利亚客户关系管理融入到第三方物流中的研究速发展。
随着新经济时代的来|惰，企业的战的纺织、服装和鞋类产业为背景，建立了高却甚少，还没有专门系统的著作。
目前，有关略中心正从;以产品为核心;向;以客户为核效通讯与多方信息流模型，研究了供应链战第三方物流客户关系管理著作有:华葱、马心;转变。
客户已经成为企业最重要的资源。
略合作伙伴之间的信息共享对提高整个供常红的《物流服务学))，吴清烈、孙志宏的《物CRM的产生，是市场需求和管理理念更新的应链敏捷性的作用。
Rachel和Denis等学者流企业管理>>.华细玲、张凤玉的《现代物流要.是企业管理模式和企业核心竞争力提认为提高供应链的敏捷性不仅仅要缩短整概论>>，石小平的《物流客户服务>>，赵字、王升的要求，是电子化浪潮和信怠技术支持等个供应链上各个业务环节的提前剿，减少信天春的《物流企业客户服务》。
这些著作有的因素推动和促成的结果。
回顾客户关系管理息传递过程中的信息提前期也是提高供应把第三方物流客户关系看成是物流服务加的提出及发展过程，国内外学者和软件企业链敏捷性的一个重要方面，并利用仿真模型以介绍，并没有深入。
也有把客户关系管理做了大量工作，相关的研究分析主要从以下论证了该观点的正确性:第二，从第三方物的作为物流营销的一部分来研究，虽然客户角度展开。
流服务企业的角度对客户心理与行为进行关系管理是从市场营销的概念上发展来的，研究，主要研究客户的满意心理和忠诚行但对于物流行业，其客户关系管理应有它的为心理，如Subhash等学者研究了监控客户特殊性，研究方法和研究目的与物流营销存一、国外研究现状在国外，客户关系管理理论研究开始满意度的框架模型.Namann等学者探讨了在着明显的区别。
第三方物流国外文献综述
第三方物流国外文献综述（秉镰教授课上作业）一、总述1.国外对第三方物流的研究（图表见附件）全球化条件下的物流经济发展呈现的几个特点：（1）基于网络、电子商务的发展，电子物流、物流管理系统信息化。
（2）向集约化和协同化方向发展，物流活动国际化。
一是物流园区的建设，二是物流企业的兼并和合作性加强。
（物流业向规模化、国际化方向发展）（3）物流服务向优质化、社会化、全球化方向发展。
（第三方物流与物流中心的迅猛发展，物流服务，物流服务向全球化发展）上表是通过对来自于61个国家的多于1500位供应链行政总裁的调查数据。
我们可以看出，最频繁的外包服务是本地和网络运输（分别是83%和79%），其次是仓库外包（69%），通关及报损外包（（67%），以及货运外包（51%）。
这份报告还指出：（1）运输外包在欧洲和太平洋地区更加广泛；（2）欧洲地区的总裁更倾向于外包他们的运输管理；（3）相比起其他地区，北美洲的组织（51%）更倾向于将运费审计及支付工作外包（拉丁美洲10%，欧洲18%）；（4）亚太地区以及拉丁美洲的组织对顾客服务外包更加关注。
在拉丁美洲，订单的到达，处理以及履行外包是其他地区的两倍；（5）在亚洲地区，报关和货运外包叫其他地区更加广泛。
(1) TPL 的概念、特征、绩效、发展阶段等①概念第三方物流在国外常称之为契约物流、物流联盟、物流伙伴或物流外部化，类似于外协或契约物流( James C. Johnson, 1998)；也有将TPL 定义为: “一家公司使用另一公司进行所有或部分物料管理或产品分销” ( Robert B. l- landfield , 1996)的物流; TPL主要是“外协所有或部分公司的物流功能, 相对于基本服务, 契约物流服务提供复杂、多功能物流服务, 以长期互益的关系为特征” ( Russell A. Gilmore, 1998); 它是“综合物流服务供应商, 提供给潜在顾客向一个供应商购买其所需的全部物流需求中的两个或两个以上方面服务的能力” ( Bowersox, D. J, 1998)。
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第三方物流国外文献综述（秉镰教授课上作业）一、总述1.国外对第三方物流的研究（图表见附件）全球化条件下的物流经济发展呈现的几个特点：（1）基于网络、电子商务的发展，电子物流、物流管理系统信息化。
（2）向集约化和协同化方向发展，物流活动国际化。
一是物流园区的建设，二是物流企业的兼并和合作性加强。
（物流业向规模化、国际化方向发展）（3）物流服务向优质化、社会化、全球化方向发展。
（第三方物流与物流中心的迅猛发展，物流服务，物流服务向全球化发展）上表是通过对来自于61个国家的多于1500位供应链行政总裁的调查数据。
我们可以看出，最频繁的外包服务是本地和网络运输（分别是83%和79%），其次是仓库外包（69%），通关及报损外包（（67%），以及货运外包（51%）。
这份报告还指出：（1）运输外包在欧洲和太平洋地区更加广泛；（2）欧洲地区的总裁更倾向于外包他们的运输管理；（3）相比起其他地区，北美洲的组织（51%）更倾向于将运费审计及支付工作外包（拉丁美洲10%，欧洲18%）；（4）亚太地区以及拉丁美洲的组织对顾客服务外包更加关注。
在拉丁美洲，订单的到达，处理以及履行外包是其他地区的两倍；（5）在亚洲地区，报关和货运外包叫其他地区更加广泛。
(1) TPL 的概念、特征、绩效、发展阶段等①概念第三方物流在国外常称之为契约物流、物流联盟、物流伙伴或物流外部化，类似于外协或契约物流( James C. Johnson, 1998)；也有将TPL 定义为: “一家公司使用另一公司进行所有或部分物料管理或产品分销” ( Robert B. l- landfield , 1996)的物流; TPL主要是“外协所有或部分公司的物流功能, 相对于基本服务, 契约物流服务提供复杂、多功能物流服务, 以长期互益的关系为特征” ( Russell A. Gilmore, 1998); 它是“综合物流服务供应商, 提供给潜在顾客向一个供应商购买其所需的全部物流需求中的两个或两个以上方面服务的能力” ( Bowersox, D. J, 1998)。
在1988年美国物流管理委员会的一项顾客服务调查中，首次提到“第三方服务提供者”，这种新思维被纳入到顾客服务职能中。
在美国的有关有著作中，将第三方物流提供者定义为“通过合同的方式确定回报，承担货主企业全部或者一部分物流活动的企业。
所提供的服务形态可以分为与运营相关的服务，与管理相关的服务以及两者兼而有之的服务三种类型。
无论哪种形态都必须高于过去的公共运输业者和契约运输业者所提供的服务。
”美国东北大学供应链管理教授Robert C. Lieb (1993)认为，TPL指的是用外部公司去完成传统上由组织内部完成的物流功能(包括全部物流功能或所选择的部分功能)。
宾夕法尼亚州大学工商管理学院的荣誉教授和供应链研究中心主任John Coyle(1996)认为TPL是对单一公司提供全部或部分物流功能的外部供应者；Simehi-Levi等(2000)认为TPL就是通过一家外部公司来执行公司的物料管理或产品配销的部分或全部功能。
美国著名的MERCER管理顾客公司对第三方物流的定义为:“向发货人或收货人提供从物流节点的功能服务，到更大范围的物流渠道的一体化服务；把运输管理、存货调度和信息技术结合起来，以较低的渠道总成木向客户提供增值服务。
”美国物流管理协会于2002年10月公布的《物流术语》是这样解释第三方物流:第三方物流是将企业的全部或者部分物流运作任务外包给专业物流公司管理经营，而这些能为顾客提供多元化物流服务的专业公司称之为第三方物流提供商。
它们提供的服务包括运输、仓储、码头装卸、库存管理、包装以及货运代理在内的诸多业务。
在1996年日木内阁阁僚会议上通过的“经济结构的变革和创新计划”中，第三方物流定义为:由买卖双方以外的第三者按照货主的要求受托完成相关的物流业务。
在日木的物流书籍中，第三方物流有两种解释。
一种解释是，第三方物流是指为第一方生产企业和第二方消费企业服务的中间服务商，即专业的物流企业；另一种解释是第一方物流是指生产企业和流通企业自己运作物流业务，第二方物流是指物流企业提供诸如运输、仓储等单一服务的企业，而第三方物流则是指专业物流企业为客户提供包括设计规划、解决方案以及具体物流业务运作等全部物流服务的企业。
②绩效第三方物流能力以及绩效是一个一直被广泛关注的领域。
其中Brwersox和Daugherty（1995）；密西根州立大学的物流研究团队（1995）；Eckert和Fawcett（1996）；Clinton和Closs （1997）；Lynch（1998）；Ellingger（2000）均在第三方物流绩效的测评尺度，竞争优势以及更高的企业绩效上有所研究。
Daugherty，Stank和Ellinger（1998）在研究中指出，与其他功能所不同的是，物流活动会通过与降低成本同样的方式影响企业总的绩效。
许多的企业甚至将物流能力作为差异化的一种手段。
Memon ( 1998) 等运用相关矩阵提出与物流绩效相关的因素来进行评估,这包括价格、是否符合契约要求、是否具有创造力、财务稳定性、是否达到品质要求与绩效水准、是否准确送达、高级主管的承诺、较少的失误率和对突发问题的反应能力等九项因素, 其中后四个因素具有高度的相关性。
这些研究都发现物流能力为企业的合作策略和合作绩效都做出了很大的贡献，甚至物流能力很多时候被看作是企业的核心竞争力。
（补充：然而，在电子商务的市场环境下，物流能力与企业绩效之间的关系却没有得到系统的研究）③第三方物流特征TPL主要是“外协所有或部分公司的物流功能，相对于基本服务，契约物流服务提供复杂、多功能物流服务，以长期互益的关系为特征” ( Russell A. Gilmore, 1998)；它是“综合物流服务供应商, 提供给潜在顾客向一个供应商购买其所需的全部物流需求中的两个或两个以上方面服务的能力”( Bowersox, D. J, 1998)。
较早给出TPL 定义的Lieb (1993)认为,TPL指的是用外部公司去完成传统上由组织内部完成的物流功能（包括全部物流功能或所选择的部分功能）。
而Coyle (1996)等则认为TPL是对单一公司提供全部或部分物流功能的外部供应者；按照Coyle 等的观点, 第三方物流公司具有以下的特征：(1)整合超过一个物流功能的活动,通常代替客户执行两项以上物流功能的服务；(2)第三方物流通常不会代替客户做存货管理,仓储不等于存货管理；(3)为客户提供服务所使用的物流设备通常是由第三方物流公司所控制,即使这些资产不隶属于第三方物流公司本身；(4)具备全面的物流服务能力；(5)附加价值的提供。
2000年Simchi- Levi 等认为T PL就是通过一家外部公司来执行公司的物料管理或产品配销的部分或全部功能。
④发展阶段Chrisoula 和Douglas (1998)按照TPL所提供的服务类型、所实施控制的水平以及在企业战略重要性方面所处的水平,将TPL的演进分为导入期、知晓期、需求期、整合期和差别化期五个阶段：导入期：TPL观念处于萌芽状态,仅当第三方物流公司具有显著成本优势或运输紧张时，企业才会予以考虑。
知晓期：TPL观念得以流行,企业开始考虑采用第三方物流公司作为存货控制和成本削减的替代选择,以强化企业竞争力，增加利润。
然而，TPL仍引起企业界对缺乏物流控制权的担忧。
需求期：TPL 的观念开始得到企业界的认可和采纳,重要市场和法律的变更增加了配销的复杂程度，导致有配销专长的第三方物流公司的协助成为企业的必需。
整合期：TPL的观念吸引了越来越多的公司国际化以及分销渠道复杂性增加等因素迫使企业转向第三方物流。
差别化期：TPL的观念被认为是企业核心竞争力方向的一个区分器，国际化的趋势以及日益重要的伙伴和联盟关系，使得企业将TPL 作为增加竞争力的必需功能，以支持企业使命。
(2)物流企业管理Moore（1998）指出：当前的商业环境充满了在成本，质量，服务以及时间上的压力。
并且企业经商的范围广布全球，涉及到不同的文化和市场。
伴随着从工业经济时代向知识经济时代的转化，经济中的不确定因素增多，企业将必须重新估算自身的价值，企业文化以及商业流程。
“特别的，知识经济的出现对物流管理产生了深刻的影响。
企业不再需要建立基于基础构架，基础设施方面的供应链策略。
而信息，技术以及客户关系则成为了物流管理的重要组成部分。
”Anderson（1996）；Manheim（1996）;Copacino(1997)均持这种观点。
Manheim（1996）还提出，“企业开始对专业化物流产生大量的需求，这种物流模式能够管理工作流程，客户关系，提高现存能力，并且发展新的技能。
然而，通过引入电子数据交换系统，条码扫描技术以及运输追踪等传统的方法（如通过采用这些技术来增加效率，降低成本）并不能解决这些新的挑战。
”(3)现代信息技术、电子商务与TPL的结合信息技术——特别是电子商务的快速兴起，掀起了市场新一轮的改革。
因特网作为一种市场工具的发展与使用直接为交易市场引入了“电子商务”这一概念。
在虚拟市场中，因特网在客户与公司的交易渠道中扮演了一个生动的媒介角色。
Peter Drucker（1999）指出，“电子商务正从根本上改变着经济，市场及产业结构；产品与服务的流程；不同的顾客市场，顾客价值及顾客行为；工作和劳动力市场。
然而电子商务对于社会和政治的影响还远远不止这些，毕竟我们身在此中，而看不到全貌。
”Copacino 1997;Brooksher 1999 ;Karpinski 1999进一步在他们的文章中提出，“因特网所创造出的电子商务以及一种全新的市场渠道将深刻的改变企业的商务模式以及他们对物流活动绩效的要求。
”电子商务的出现需要一种全新的物流模式。
公司与客户在网上进行交易所必需面对的问题是他们并不能通过因特网进行货物的运输。
从而，这一新的交易模式迫使很多传统企业把投资向物流企业转移。
“更小的订单，更频繁的订货，更小的运输量，以及日复一日的重复运输已经成为现实，并且将货物及时的门对门的运输到客户的手中却是一件相当复杂的工作。
而现在，在电子商务市场上成功的公司都必须依赖于他们有效的物流配送系统。
”（Huppertz 1999；Foster 1 999 ；Harrington 2000；Hill 1999）Karpinski（1999）；Stone（1999）指出，为提升客户的满意度，企业开始加强配送过程中所需的信息功能。
进一步的，Bienstock 1997； Chow 1994；Gooley 1996；Ellinger 200 0在研究中发现，顾客满意度的高低常常与物流服务的绩效紧密相关，而对企业的整个绩效的关注却不那么强烈。