企业物流外包外文翻译文献
物流外文文献翻译(DOC)
外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in:1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their core energy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve completecontrol, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics managementThe purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price at the right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systemsapproach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems inWhile third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in the competition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies.4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including theintegration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factors Accurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. Theestablishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development of enterprises. The reasons are: firstly, the company intends tomajor aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。
物流配送外文翻译文献
物流配送外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Logistics distribution1. INTRODUCTIONLogistics is normally considered as nothing more than getting the right product to the right place at the right time for the least cost. Faced with a rapidly changing environment, revolutionary changes in technology, continued government deregulation, the shortening of product life cycle, proliferation of product lines and shifts in traditionalmanufacturer-retailer relationships, many organisations have had to rethink their traditional assumptions.Over the last ten years one of the most significant changes in management thinking was the emphasis on the search for strategies that will provide superior value in competition. Logistics management has the potential to assist the organisation in the achievement of both a cost/productivity advantage and a value advantage. The importance of logistics and its integration in the supply chain was argued by.China is a huge consumer market that accounted for a third of global economic growth over the past three years. Its development speed and potential cannot be ignored by the rest of the world. As a result of China’s internal and external economic attributes, most of the global consumer brands have established operations there. In particular in the automobile industry, many of the leading global OEMs including Honda, Toyota, General Motors, V olkswagen and Ford have established joint-venture partnerships with local car manufacturers. Auto sales in China rose by 76% in the year to July 2003 and by 2011, China is expected to surpass Japan to become the world’s second largest auto market. In order to compete in the Chinese market share and satisfy increasing demand, these operations are continuously expanding their production volumes with astonishing speed. Such expansion is, however carried out in the context of a legacy environment.China spans a large geographical area with, in many parts, under-developed infrastructure. This presents a challenge to efficient deployment of logistics strategies. Furthermore, the involvement of third party logistics providers, favoured by most global OEMs, is an emergent consideration in China. Finally, the conflicts that inevitably arise in the joint venture partnerships lead to delays in the introduction of western logistics management experiences and methods from the OEMs. All these factors increase the difficulties in managing logistics by China’s local auto makers.2. The overall development of foreign distribution Overview2.1 The United States of modern logistics developmentTwenty-first century from the 60s on wards, the rationalization of distribution of goods in general are valued in the United States to take the following measures: First, the warehouse will replace the old distribution center: The second is the management of the introduction of computer networks, on the loading and unloading, handling, custody, standardized operation, improve operating efficiency; Third, the common chain distribution centers set up to promote the growth of chain-effective. United States chain stores have a variety of distribution centers, mainly in the wholesale-based, retail and warehouse-type three types.2.2 Japan's modern logistics developmentOn logistics and distribution of wood with the following features: well-developed distribution channels, frequent, low-volume stock, logistics and distribution reflects the common and set the trend sticks, logistics and distribution cooperative, the Government planning in the development of modern logistics and distribution play an important role in the process of .2.3 European modern development of logisticsCountries in Europe, especially Germany, logistics refers to the user's orders in accordance with the requirements of positions in the logistics sub-goods distribution, the goods will be sent to the consignee with good activities. Germany's logistics industry formed of basic commodities from origin to distribution center, from the distribution center (and sometimes through more than one distribution center) arrive at the modern mode of end customers. Traveled in Germany, it can be said of the logistics and distribution in Germany has been formed to final demand-oriented to the modernization of transport and high-tech information network as a bridge to a reasonable R69 distribution center hub to run a complete system.2.4 the main reasons of logistics industry developing faster in developed countriesRelying on high-tech to the core economies of scale to allow flexibility based on a variety of forms.3、China's 3PL enterprises are facing a major obstacle to business3.1 The current situation of China's 3PLChina's 3PL enterprises: service radius of a small, low entry barriers. With the gradual warming heat logistics, urban logistics industry is also increasingly unitary covered by the importance and development. However, due to historical reasons in our country, the long-standing emphasis on production of a light flow, heavy flow to light the idea of the logistics, distribution of development in the not yet ripe at this stage, there is the issue more prominent in the following two aspects: the service delivery difficult to play a central role, the process of distribution of the low level of modernization.China's 3PL companies with foreign 3PL companies mainly in the gap between the three aspects: First, procurement capacity, and the other is logistics, and the third is cash flow. Aspects of logistics and distribution, foreign retailers have done very well, has a set of efficient logistics information system, which can effectively improve the inventory turnover rate, so as to enhance the return on assets and profitability. And domestic retailers in this area has just started, or have not yet started.3.2 distribution center lower the overall distribution, commercial chain failed to give full play to the advantagesFrom our point of view the existing commercial retail enterprises, in addition to some large, well-known commercial enterprises, the general commercial "chain" businesses are not set up their own logistics and distribution centers or use third-party logistics center. Although these companies have also established some of his own "chain" stores, but in fact operating goods stores do not do "unified procurement, unified distribution, unified billing," which allows some commercial retail enterprises, "chain" seems to exist in name only. The other has been established in their own logistics and distribution centers or use third-party logistics distribution center of commodities in commercial enterprises, the effectiveness of distribution centers has not been effective, which in turn affected the procurement cost of an integrated chain advantages, including outstanding manifested by the distribution center for goods distribution ratio of unity is very low. Uniform distribution logistics center can not beachieved, indicating the store's commercial enterprises "unified purchase" did not materialize, rather than a unified procurement chain has lost the core strengths.3.3 China's more enterprises are facing a major obstacle of the higher logistics costWal-Mart 8 5% of the commodities distribution through the distribution center, in which 80% is through the "zero inventory" of the more complete form of the distribution database. Wal-Mart as a result of the use of the "Cross distribution" and "auto-replenishment" of supply chain technology, so that goods turnover in the Treasury down to 2 days. And retail enterprises in China are in the 15-30 days, which reflects the retail , distribution enterprises, underdeveloped logistics system, distribution costs are too high. Rapid expansion of retail enterprises in China's size and speed in the short term if they can not form a qualitative edge is a dangerous speculation.Over the years the practice has proved that the multi-purpose logistics distribution center, intensive, low-cost supply hub, as well as the use of information technology to reorganize and upgrade the entire flow of the supply chain management is the core of large-scale retail enterprises strategy is to support the retail giant super-conventional development. The face of large-scale retail and distribution businesses of the main distribution center logistics requirements planning, focusing on how to reflect the integration of information flow in business flow, logistics, capital flow, so that the operation of retail enterprises to expand the logistics for the entire enterprise supply chain collaboration nodes and so that the whole positive and negative to minimize logistics cost of goods (including consumers, stores, logistics, distribution centers, headquarters, suppliers and partners), and a timely response to sales demand and timely replenishment. This is also a large-scale cross-regional, multi-format, chain retail enterprises have the capacity of the core competitive advantage.3.4 Lack of modern logistics management knowledge and expertise of logistics personnel.This is the third-party logistics industry in restricting the development of China's most important one of the bottlenecks. Logistics knowledge, especially in modern integrated third party logistics knowledge is far from being universal, but that its main business areas is to provide transportation and warehousing services, not know that it isnew to these traditional business integration of its business fields Far too simple to become connected with transport and storage of raw materials, semi-finished products supply, production process, material flow, the whole process of product distribution services, as cover flow, solid logistics, capital flow, information flow is equal to the integrated system of systems.4 to enhance core competitiveness, the implementation of integrated management"integrated management" is the original English Integrated SupplyProcess, refers to the production enterprises, office, life of a non-core business areas of the operation and management of integration as a Overall, as a business-oriented to manage outsourcing projects, by the special "integrated management" of the suppliers to provide full-service projects. "Integrated management" is not simply puts together the management of the business, but to improve management efficiency and reduce management costs as the core, combined with advanced information technology and network management features such as one organically integrated. Compared with the general outsourcing services, integrated management has the following characteristics:(1) It is not a business, but a complete outsourcing business from the operation of themanagement integration of outsourcing;(2) Outsourcing is not a core operation, but a comprehensive business management. Responsible for the entire business as a first-class suppliers, and its main task is to use its unique resources to conduct a comprehensive knowledge management, the operation of the specific is it managed by the secondary and tertiary suppliers to implement, so in the management of outsourcing functions based on the specific operation of the outsourcing; (3) In the case of the most important first-level suppliers, other than remuneration in the fixed service, its the only way to increase revenue for users to save costs as much as possible in order to share the proceeds of cost savings, rather than as general outsourcing as suppliers, mainly through an increase in turnover, that is, to increase spending to increase the user's own earnings. "Double bottom" principle of cooperation between the two sides can make astable and lasting.5 The third party logistics enterprise strategic choiceSummarized the latest of several foreign logistics theory and the development of third-party logistics with the current practice of foreign, third-party logistics firm's strategic choice to have the following three:（1）Lean Logistics StrategySince the lag theory and practice of logistics, our most extensive third-party logistics company or business, it can not accurately position their logistics services. If you do not reverse this situation as soon as possible, will be third-party logistics industry in China have restricted role. Lean production theory of logistics for our third-party logistics company provides a new development ideas for these enterprises to survive in the new economy and development opportunities. Lean Logistics concept originated in lean manufacturing. It is produced from the Toyota Motor Corporation 70 years in the last century by the original "Toyota Production System", after research by the Massachusetts Institute of Technology professor and summary, was published in 1990 published "change the world of machines), a book. Lean thinking is the use of various modern management methods and means, based on the needs of society to fully play the role of people as a fundamental and effective allocation and rational use of corporate resources to maximize economic benefits for enterprises to seek a new Management philosophy. Lean Logistics Lean Thinking is the application in logistics management, logistics development must reflect. The so-called Lean Logistics means: the process by eliminating the production and supply of non-value added waste in order to reduce stocking time, improve customer satisfaction. The aim of Lean Logistics according to customer needs, providing customers with logistics services, while pursuing the provision of logistics services in the process to minimize waste and delay, the process of increasing value added logistics services. Lean logistics system is characterized by its high-quality, low cost, continuous improvement, driven by customer demand oriented logistics system. It requires establishing the customer first thought, on time, accurate andfast delivery of goods and information.In short, Lean Logistics, as a new management ideas, bound to have a third-party logistics enterprises in China have far-reaching impact, it will change the appearance of the extensive third party logistics management concept, the formation of third party logistics Core competitiveness.the establishment of small and medium third party logistics value chain allianceThird-party logistics enterprises of small and medium can not be independent because of their one-stop logistics services to provide full shortcomings, and because the small size of assets, services, not wide area so that small and medium enterprises in China's logistics third party logistics industry at a disadvantage. Therefore, third party logistics for small and medium enterprises, starting from their own resources to construct their own core competence is the key. As small and medium enterprise features of a single third-party logistics and incomplete, so based on their respective core competencies based on the structure of the logistics business enterprise cooperation is an effective capacity to make up for deficiencies, constitutes a feasible way of competitive advantage of logistics. Value chain is the use of systems approach to investigate the interaction between business and the analysis of all activities and their access to the resources of competitive advantage. Value of the business activities fall into two categories: basic activities and support activities. Basic activities are involved in product creation and sale of the material transferred to the buyer and after-sales service activities. Basic activities of supporting activities is to assist the revenue by providing outsourcing, technology, human resources and a variety of functions to support each other. Theory to analyze the value chain study the value of third party logistics chain composition, can be found in auxiliary activities, third party logistics enterprise and general business is no different, the basic activities in the third-party logistics companies has its own characteristics. Third-party logistics enterprises there is generally no commodity production process, only the re-circulation process, does not account for major components of a wide range of third-party logistics companies and thus become the basic operating activities of storage, transport, packaging, distribution, customer service and marketing, etc.link. Various aspects of the basic work activities, due to their own limited resources and capacity, can not have every aspect of an advantage in that value chain in terms of some of the deficiencies, resulting in their overall logistics function not complete, lack of corresponding competitiveness and comparative advantage in some sectors of the value chain due to lack of overall effect should not play. Therefore, third party logistics industry, small and medium sized logistics enterprises within the Union, should be based on the value chain between complementary on the basis of cooperation, make full use of professional logistics companies and logistics functions of specialized logistics organization and coordination of agents Flexible complementary integrated logistics capabilities. Third-party logistics for small and medium enterprises, value chain should start with the advantage of links to explore and develop the core competitiveness of enterprises, through the reconstruction of the value chain to avoid weaknesses.（2）Large third-party logistics enterprise virtualization of strategyRapid development in IT and the Internet era, companies can not fight alone singles, but must be in the competition and collaboration, in cooperation and development. Thus, under modern conditions resulting from modern large-scale virtualized development of third-party logistics has a strong necessity. Large third-party logistics enterprise virtualization is the logistics management resources of others who will have "all", through the network, the other part into its own logistics, with the help of others break the power of physical boundaries, extending to achieve their various Function, and thus expand their ability to enhance their strength. Therefore, the logistics information technology, virtualization is a means for the connection and coordination of temporary and dynamic alliance in the form of virtual logistics. Integrated logistics virtualization technology as a means of electronic communication, customer-focused, based on the opportunity to participate in members of the core competencies as a condition to an agreement for the common pursuit of goals and tasks, the different parts of the country's existing Resources to quickly mix into a no walls, beyond the space constraints, by means of electronic networks, contact the unified command of the virtual business entity, the fastest launch of high-quality, low-cost logistics service.Modern large-scale virtualization, including third-party logistics functions, organization, geographic three virtualization. Virtualization capabilities with third-party logistics enterprise IT technology will be distributed in different locations, different companies take different functions within the logistics resources (information, human, material and other resources) organized to accomplish a specific task, to achieve the optimization of social resources. Virtualization refers to the organizational structure of the logistics organization is always dynamically adjusted, not fixed, but also decentralized, flexible, self-management, flat network structure, its objectives and in accordance with changes in the environment re-combination, in a timely manner Reflect the market dynamics. Virtual is the regional third party logistics network through the Internet link the global logistics resources, removing barriers and national barriers, to production management to achieve "virtual neighbors. "物流配送1 导言物流通常被认为是将恰当的产品以最低的成本，在恰当的时间送达恰当的地点。
外包采购物流 外文翻译外
AbstractSchiesser AG, headquartered in Radolfzell, is Germany’s leading underwear specialist and on its way to becoming international market leader in the area of “close to skin” tex-tiles. Schiesser outsourced the complete management of its procurement process from the purchase order through to delivery to the factory to the logistics provider Gebrüder Weiss. The introduction of an information logistics solution makes it possible to direct the infor-mation created (e.g. purchase order, transport status) to the respective recipient in the supply chain in real time. The outsourcing of logistics operations supports the shortening of process times and the reduction of process costs. The establishment of a supply chain cockpit in which all the relevant information comes together permits more efficient trans-port handling and reduces the workload involved for Schiesser. ZusammenfassungDie Schiesser AG mit Sitz in Radolfzell ist der führende deutsche Waschespezialist und auf dem Weg zum internationalen Marktführer im textilen ,close to skin“ –Produkt-Bereich. Schiesser lagerte das Management des Beschaffungsprozesses von der Bestel-lung bis zur Anlieferung im Werk komplett an den Logistikdienstleister Gebrüder Weiss aus. Die Einführung einer Informationslogistiklosung erlaubt es dabei, entstehende In-formationen (z.B. Bestellung, Transportstatus) zeitnah an die jeweiligen Empfanger in der Lieferkette zuzuleiten. Die Auslagerung von Logistikaufgaben unterstützt die Verkürzung der Prozesszeiten und die Reduktion von Prozesskosten. Die Einrichtung eines Supply-Chain-Leitstandes, in dem alle relevanten Informationen zusammenfliessen, ermoglicht eine effizientere Transportabwicklung und einen reduzierten Aufwand für Schiesser1 CompanyOverview. Schiess er AG, headquartered in Radolfzell, is Germany’s leading underwear specialist and on its way to becoming international market leader in the area of “close to skin” textiles. In addition to producing their own brand SCHIESSER, Schiesser AG will in future become increasingly active in the private label business.Figure 1-1: Brief Profile of Schiesser AGChallenge in the textile industry. Short-lived fashion trends have a major influence on products in the textile industry. The customers of a brand manufacturer like Schiesser at-tach particular importance not only to product quality but also to on-time delivery in order to be able to service the demand of end consumers almost instantly. Time is therefore a crucial factor. For procurement, this means the punctual and cost-effective supply of the necessary raw materials to all production sites. Problem deliveries (e.g. late, incorrect amount and quality, etc.) can hold up production and prejudice Schiesser’s own on-time delivery.Within the context of the procurement process suppliers are thus selected initially accord-ing to production size, delivery scope and quality. Schiesser buys raw materials and tex-tile accessories from the whole of Europe. However, the majority of suppliers are located in Southern Germany. Transporting the goods to the production sites in the Czech Repub-lic, Slovakia and Bulgaria including customs clearance is a major part of the procurement process.2 Starting PointStrategy. Schiesser planned production and procurement centrally. Raw materials werepurchased from a large number of suppliers (number in the year 2000: approx. 600), ofwhich only a percentage were active. Process. In some cases, the suppliers delivered free domicile to the production plants di-rect (1st process variant “direct delivery”). Roughly 70% of the goods were first received by the procurement center in Radolfszell (2nd process variant “procurement center”). Here, Schiesser allocated the deliveries to the various production plants and sent them regrouped to the individual plants using different forwarders. The headquarter first paid the supplier invoices and then charged them to the subsidiaries. Figure 2-2 depicts the process variant “procurement center”. Systems. No special system support existed for the procurem ent process. Although the individual Schiesser subsidiaries had SAP R/3 systems, these were not interconnected. The parties concerned therefore used telephone and fax as their main means of communi-cation.Problem Perception. The procurement process was time-consuming and expensive: As the goods were delivered free domicile to Radolfszell or direct to the plants, the suppliers used a large number of different transport logistics providers. Planning and scheduling was the responsibility of Schiesser. This included amongst others ongoing checks to see whether the deliveries could beat the plant by the required date. The transport costs were higher than they would have been if the company had concen-trated on a smaller number of carriers with large transport volumes because it was not possible to realize any economies of scale. Schiesser handled the customs clearance of the purchased goods. Those which were delivered to the procurement center in Radolfszell sometimes had to undergo several customs clearance operations before being sent to non-EU production plants. This also included issuing pro forma invoices.The level of on-time deliveries did not meet requirements. Large safety stocks in the plants were the consequence.Goods and invoice checking was split between different companies. This caused set-tlinig of discrepancies which was often very time-consuming.3 Step 1: Reorganization of ProcurementStrategy. As part of the reorganization of procurement, responsibility for ordering was initially transferred to the production plants. The sales plans continued to be drawn up centrally. Central Procurement negotiated outline agreements with suppliers. This meant that volumes could be aggregated for the price negotiations.Process. Supposed as shown in figure 3-2 the production plants placed their own orders with suppliers. They received the goods by direct delivery, were sent the invoice and per-formed the customs clearance. This meant that the goods and the invoice could now be checked on the spot. The plants were responsible for tracking deliveries themselves. Schiesser expected their suppliers to issue the export documents. This involved either a “EUR-1 preference certificate” or an export declaration. Depending on the type of docu-ment, these tasks take between 10 and 30 minutes.Problem Perception. In spite of the benefits described, the transport logistics of the new procurement process in particular was inefficient: As each plant ordered their own materials which were delivered direct, the previous transport units (full truckload deliveries) were split into a large number of (costlier) small transport jobs. As there was no longer any central grouping of deliveries to the production plants, at peak times there were now 10 - 20 vehicles to deal with every day at the unloading ramp in place of the 2 - 3 large deliveries per week. The expansion of decentralized competencies actually led to an increase in the number of forwarder relationships and thus to a high workload where invoicing was con-cerned. As the planning and scheduling activities were still in Schiesser’s hands, it was not possible to achieve a significant reduction in the coordination activities of Central Procurement compared to the old process. “Ping-pong effects“ resulted b etween Cen-tral Procurement and the production plants due to overlapping tasks and competencies, particularly in the case of order monitoring and deliverytracking. The lack of techni-cal system support continued to lead to a situation where in many cases the forwarderselected by the supplier for a concrete delivery could only be ascertained by phoning the supplier and/or the forwarder normally used. The lack of transparency in the supply chain meant that Schiesser were not able to sta-te the number of problem deliveries and the reasons, and significantly improve on-time delivery.The end result was that improvements in procurement logistics fell significantly short ofwhat was possible.4 Project to Reorganize Transport LogisticsGoals. In view of the transport inefficiencies, Schiesser decided to combine the demon-strated advantages of the new procurement process with those of a centrally coordinated transport process. The goals of the optimization project were: The punctual supply of purchased goods to the production plants, The reduction in personnel costs by outsourcing activities from the areas of transport and customs, The creation of a single point of contact for everyone involved in the supply chain,The consolidated pick-up of goods from the supplier and consolidated delivery of the purchased material to the production sites in order to reduce transport costs, customs documents and truck frequency at goods inward (by means of transshipment), A saving in transport costs through consolidated transport and a change in freight pre-payment (new ex works –except yarn) plus saving in the incidental charges which previously had to be paid to the transport service provider, Simplified billing of transport costs. To achieve these goals Schiesser decided to outsource the complete management of the procurement process from order placement through to delivery to the plant. The decision-makers chose the logistics provider Gebrüder Weiss for this purpose, primarily due to their strength in business with Eastern Europe. In addition, Schiesser wanted to increase the transparency of the supply chain with the aid of a software solution. Execution. The “ Transport Logistics Optimization“ project was launched in August 2001. Schiesser entrusted the external experts Gebrüder Weiss, who possessed the necessary logistics know-how, with the actual project management. They were in a position to judge the structures in place at Schiesser objectively and to show the sense and necessity of process changes. At Schiesser, the project team included Norbert Adrian, Managing Director Procurement at Schiesser AG, an assistant and the head of Customs/Transport. Experts from Gebrüder Weiss and the software supplier inet-logistics also collaborated in the project. For the Schiesser staff, the project workload was part of normal daily business and was not re-corded separately. Process adjustments were undertaken successively during the course of the project. The chosen software solution from the Application Service Provider (ASP) inet-logistics went into operation on a trial basis in June 2002 with two pilot suppliers. The next stage will be to includethe 30 strategically most important suppliers out of a total of 68 currently ac-tive suppliers. Critical Success Factors. Adrian states the main success factor as being prompt commu-nication to those affected and their involvement in the project work. This increases moti-vation and identification with the project. In his view, it is thanks to this circumstance that implementation was completed faster than planned. In this context he considers it to be essential to remove project collaborators from the time-keeping system and to reward them for project success with previously defined incentives (e.g. financial bonus, special leave). The aim of involving all employees proves difficult when there is a need to cut back on the number of employees, as in this case. The way in which this is communicated to the workforce is important for the working atmosphere and employee motivation. Adrian rec-ommends that communication should start when around 80% of the project has been completed. At the same time, activities were outsourced to other processes at an early stage in this particular caseExperte MeetingsAdrian, Norbert, Managing Director Procurement, Schiesser AG Radolfszell am Boden-see, June, 18th, 2002Erhardt, Wolfgang, eConsulting, inet-logistics GmbH, Wolfurt, February, 14th, 2002 and March, 20th, 2002Hagg, Anton, Prokurist, Gebrüder Weiss GmbH, Lauterbach, March, 20th , 2002Werle, Oswald, Chief Executive Officer, inet-logistics GmbH, Wolfurt, February, 14th,2002Bibliography[Bolumole 2001]Bolumole, Y., The Supply Chain Role of Third-Party Logistics Providers, Interna-thYear, 2001, No. 2, pp. 87-102tional Journal of Logistics Management, 12[Skojett-Larsen 2000]Skojett-Larsen, T., Third party logistics – from an interorganizational point of view,thYear, 2000, No. 2, pp.International Journal of Physical Distribution & Logistics, 30112 ff.。
物流配送外文文献及翻译
1、 INTRODUCTIONLogistics is normally considered as nothing more than getting the right product to theright place at the right time for the least cost、 Faced with a rapidly changing environment, revolutionary changes in technology, continued government deregulation, the shortening of product life cycle, proliferation of product lines and shifts in traditional manufacturer-retailer relationships, many organisations have had to rethink their traditional assumptions、Over the last ten years one of the most significant changes in management thinking wasthe emphasis on the search for strategies that will provide superior value in competition、Logistics management has the potential to assist the organisation in the achievement of botha cost/productivity advantage and a value advantage、 The importance of logistics and its integration in the supply chain was argued by、China is a huge consumer market that accounted for a third of global economic growthover the past three years、 Its development speed and potential cannot be ignored by the restof the world、 As a result of China’s internal and external economic attributes, most of the、 In particular in the automobileglobal consumer brands have established operations thereindustry, many of the leading global OEMs including Honda, Toyota, General Motors, Volkswagen and Ford have established joint-venture partnerships with local car manufacturers、 Auto sales in China rose by 76% in the year to July 2003 and by 2011,、 InChina is expected to surpass Japan to become the wor ld’s second largest auto marketorder to compete in the Chinese market share and satisfy increasing demand, these operations are continuously expanding their production volumes with astonishing speed、Such expansion is, however carried out in the context of a legacy environment、China spans a large geographical area with, in many parts, under-developed infrastructure、 This presents a challenge to efficient deployment of logistics strategies、Furthermore, the involvement of third party logistics providers, favoured by most globalOEMs, is an emergent consideration in China、 Finally, the conflicts that inevitably arise inthe joint venture partnerships lead to delays in the introduction of western logistics management e xperiences and methods from the OEMs、All these factors increase the、difficulties in managing logistics by China’s local auto makers2、 The overall development of foreign distribution Overview2、1 The United States of modern logistics developmentTwenty-first century from the 60s on wards, the rationalization of distribution of goodsin general are valued in the United States to take the following measures: First, the warehouse will replace the old distribution center: The second is the management of the introduction of computer networks, on the loading and unloading, handling, custody, standardized operation, improve operating efficiency; Third, the common chain distribution centers set up to promote the growth of chain-effective、 United States chain stores have a variety of distribution centers, mainly in the wholesale-based, r etail and warehouse-type three types、2、2 Japan's modern logistics developmentOn logistics and distribution of wood with the following features: well-developed distribution channels, frequent, low-volume stock, logistics and distribution reflects the common and set the trend sticks, logistics and distribution cooperative, the Government planning in the development of modern logistics and distribution play an important role inthe process of 、2、3 European modern development of logisticsCountries in Europe, especially Germany, logistics refers to the user's orders in accordance with the requirements of positions in the logistics sub-goods distribution, the goods will be sent to the consignee with good activities、Germany's logistics industry formed of basic commodities from origin to distribution center, from the distribution center (and sometimes through more than one distribution center) arrive at the modern mode of end customers、 Traveled in Germany, it can be said of the logistics and distribution in Germany has been formed to final demand-oriented to the modernization of transport and high-techinformation network as a bridge to a reasonable R69 distribution center hub to run a complete system、2、4 the main reasons of logistics industry developing faster in developed countriesRelying on high-tech to the core economies of scale to allow flexibility based on a variety of forms、3、China's 3PL enterprises are facing a major obstacle to business3、1 The current situation of China's 3PLChina's 3PL enterprises: service radius of a small, low entry barriers、 With the gradual warming heat logistics, urban logistics industry is also increasingly unitary covered by the importance and development、However, due to historical reasons in our country, the long-standing emphasis on production of a light flow, heavy flow to light the idea of the logistics, distribution of development in the not yet ripe at this stage, there is the issue more prominent in the following two aspects: the service delivery difficult to play a central role,the process of distribution of the low level of modernization、China's 3PL companies with foreign 3PL companies mainly in the gap between the three aspects: First, procurement capacity, and the other is logistics, and the third is cash flow、Aspects of logistics and distribution, foreign retailers have done very well, has a set of efficient logistics information system, which can effectively improve the inventory turnover rate, so as to enhance the return on assets and profitability、 And domestic retailers in this、area has just started, or have not yet started3、2 distribution center lower the overall distribution, commercial chain failed to give full play to the advantagesFrom our point of view the existing commercial retail enterprises, in addition to some large, well-known commercial enterprises, the general commercial "chain" businesses are not set up their own logistics and distribution centers or use third-party logistics center、Although these companies have also established some of his own "chain" stores, but in fact operating goods stores do not do "unified procurement, unified distribution, unified billing,"、 The which allows some commercial retail enterprises, "chain" seems to exist in name onlyother has been established in their own logistics and distribution centers or use third-party logistics distribution center of commodities in commercial enterprises, the effectiveness of distribution centers has not been effective, which in turn affected the procurement cost of an integrated chain advantages, including outstanding manifested by the distribution center for goods distribution ratio of unity is very low、 Uniform distribution logistics center can notbe achieved, indicating the store's commercial enterprises "unified purchase" did not、materialize, rather than a unified procurement chain has lost the core strengths3、3 China's more enterprises are facing a major obstacle of the higher logistics costWal-Mart 8 5% of the commodities distribution through the distribution center, in which 80% is through the "zero inventory" of the more complete form of the distribution database、Wal-Mart as a result of the use of the "Cross distribution" and "auto-replenishment" of supply chain technology, so that goods turnover in the Treasury down to 2 days、 And retail enterprises in China are in the 15-30 days, which reflects the retail , distribution enterprises, underdeveloped logistics system, distribution costs are too high、 Rapid expansion of retail enterprises in China's size and speed in the short term if they can not form a qualitative edge is a dangerous speculation、Over the years the practice has proved that the multi-purpose logistics distribution center, intensive, low-cost supply hub, as well as the use of information technology to reorganize and upgrade the entire flow of the supply chain management is the core of large-scale retail enterprises strategy is to support the retail giant super-conventional development、The face of large-scale retail and distribution businesses o f the main distribution center logistics requirements planning, focusing on how to reflect the integration of information flow in business flow, logistics, capital flow, so that the operation of retail enterprises to expand the logistics for the entire enterprise supply chain collaboration nodes and so that the whole positive and negative to minimize logistics cost of goods (including consumers, stores, logistics, distribution centers, headquarters, suppliers and partners), and a timely response t o sales demand and timely replenishment、This is also a large-scalecross-regional, multi-format, chain retail enterprises have the capacity of the core competitive advantage、3、4 Lack of modern logistics management knowledge and expertise of logistics personnel、This is the third-party logistics industry in restricting the development of China's most important one of the bottlenecks、Logistics knowledge, especially in modern integrated third party logistics knowledge is far from being universal, but that its main business areas is to provide transportation and warehousing services, not know that it is new to these traditional business integration of its business fields Far too simple to become connected with transport and storage of raw materials, semi-finished products supply, production process, material flow, the whole process of product distribution services, as cover flow, solid logistics, capital flow, information flow is equal to the integrated systemof systems、4 to enhance core competitiveness, the implementation of integrated management"integrated management" is the original English Integrated SupplyProcess, refers to the production enterprises, office, life of a non-core business areas of the operation and management of integration as a Overall, as a business-oriented t o manage outsourcing projects, by the special "integrated management" of the suppliers to provide full-service projects、"Integrated management" is not simply puts together the management of the business, but to improve management efficiency and reduce management costs as the core, combined with advanced information technology and network management features such as one organically integrated、Compared with the general outsourcing services, integrated management has the following characteristics:(1) It is not a business, but a complete outsourcing business from the operation of themanagement integration of outsourcing;(2) Outsourcing is not a core operation, but a comprehensive business management、Responsible for the entire business as a first-class suppliers, and its main task is to use its unique resources to conduct a comprehensive knowledge management, the operation of the specific is it managed by the secondary and tertiary suppliers to implement, so in themanagement of outsourcing functions based on the specific operation of the outsourcing; (3) In the case of the most important first-level suppliers, other than remuneration in thefixed service, its the only way to increase revenue for users to save costs as much as possible in order to share the proceeds of cost savings, rather than as general outsourcing as suppliers, mainly through an increase in turnover, that is, to increase spending to increase the user's own earnings、 "Double bottom" principle of cooperation between the two sides can make a stable and lasting、5 The third party logistics enterprise strategic choiceSummarized the latest of several foreign logistics theory and the development ofthird-party logistics with the current practice of foreign, third-party logistics firm's strategic choice to have the following three:(1)Lean Logistics StrategySince the lag theory and practice of logistics, our most extensive third-party logistics company or business, it can not accurately position their logistics services、 If you do not reverse this situation as soon as possible, will be third-party logistics industry in China have restricted role、 Lean production theory of logistics for our third-party logistics company provides a new development ideas for these enterprises to survive in the new economy and development opportunities、 Lean Logistics concept originated in lean manufacturing、 Itis produced from the Toyota Motor Corporation 70 years in the last century by the original "Toyota Production System", after research by the Massachusetts Institute of Technology professor and summary, was published in 1990 published "change the world of machines), a book、 Lean thinking is the use of various modern management methods and means, based on the needs of society to fully play the role of people as a fundamental and effective allocation and rational use of corporate resources to maximize economic benefits for enterprises to seek a new Management philosophy、 Lean Logistics Lean Thinking is the application in logistics management, logistics development must reflect、The so-called Lean Logistics means: the process by eliminating the production and supply of non-value added waste in order to reduce stocking time, improve customer satisfaction、 The aim ofLean Logistics according to customer needs, providing customers with logistics services, while pursuing the provision of logistics services in the process to minimize waste and delay, the process of increasing value added logistics services、Lean logistics system is characterized by its high-quality, low cost, continuous improvement, driven by customer demand oriented logistics system、 It requires establishing the customer first thought, on time, accurate and fast delivery of goods and information、In short, Lean Logistics, as a new management ideas, bound to have a third-party logistics enterprises in China have far-reaching impact, it will change the appearance of the extensive third party logistics management concept, the formation of third party logistics Core competitiveness、the establishment of small and medium third party logistics value chain allianceThird-party logistics enterprises of small and medium can not be independent because of their one-stop logistics services to provide full shortcomings, and because the small size of assets, services, not wide area so that small and medium enterprises in China's logistics third party logistics industry at a disadvantage、 Therefore, third party logistics for small and medium enterprises, starting from their own resources to construct their own core competence is the key、 As small and medium enterprise features of a single third-party logistics and incomplete, so based on their respective core competencies based on the structure of the logistics business enterprise cooperation is an effective capacity to make up for deficiencies, constitutes a feasible way of competitive advantage of logistics、 Value chain is the use of systems approach to investigate the interaction between business and the、 Value analysis of all activities and their access to the resources of competitive advantageof the business activities fall into two categories: basic activities and support activities、Basic activities are involved in product creation and sale of the material transferred to the buyer and after-sales service activities、 Basic activities of supporting activities is to assistthe revenue by providing outsourcing, technology, human resources and a variety of functions to support each other、 Theory to analyze the value chain study the value of third party logistics chain composition, can be found in auxiliary activities, third party logisticsenterprise and general business is no different, the basic activities in the third-party logistics companies has its own characteristics、 Third-party logistics enterprises there is generally no commodity production process, only the re-circulation process, d oes not account for major components of a wide range of third-party logistics companies and thus become the basic operating activities of storage, transport, packaging, distribution, customer service and marketing, etc、 link、 Various aspects of the basic work activities, due to their own limited resources and capacity, can not have every aspect of an advantage in that value chain in terms of some of the deficiencies, resulting in their overall logistics function not complete, lack of corresponding competitiveness and comparative advantage in some sectors of the value chain due to lack of overall effect should not play、 Therefore, third party logistics industry, small and medium sized logistics enterprises within the Union, should be based on the value chain between complementary on the basis of cooperation, make full use of professional logistics companies and logistics functions of specialized logistics organization and coordination of agents Flexible complementary integrated logistics capabilities、Third-party logistics for small and medium enterprises, value chain should start with the advantage of links to explore and develop the core competitiveness of enterprises, through the reconstruction of the value chain to avoid weaknesses、(2)Large third-party logistics enterprise virtualization of strategyRapid development in IT and the Internet era, companies can not fight alone singles, but must be in the competition and collaboration, in cooperation and development、Thus, under modern conditions resulting from modern large-scale virtualized development of third-party logistics has a strong necessity、Large third-party logistics enterprise virtualization is the logistics management resources of others who will have "all", through the network, the other part into its own logistics, with the help of others break the power of physical boundaries, extending to achieve their various Function, and thus expand their ability to enhance their strength、Therefore, the logistics information technology, virtualization is a means for the connection and coordination of temporary and dynamic alliance in the form of virtual logistics、 Integrated logistics virtualization technology as ameans of electronic communication, customer-focused, based on the opportunity to participate in members of the core competencies as a condition to an agreement for the common pursuit of goals and tasks, the different parts of the country's existing Resources to quickly mix into a no walls, beyond the space constraints, by means of electronic networks, contact the unified command of the virtual business entity, the fastest launch of high-quality, low-cost logistics service、Modern large-scale virtualization, including third-party logistics functions, organization, geographic three virtualization、Virtualization capabilities with third-party logistics enterprise IT technology will be distributed in different locations, different companies take different functions within the logistics resources (information, human, material and other resources) organized to accomplish a specific task, to achieve the optimization of social resources、 Virtualization refers to the organizational structure of the logistics organization is always dynamically adjusted, not fixed, but also decentralized, flexible, self-management, flat network structure, its objectives and in accordance with changes in the environmentre-combination, in a timely manner Reflect the market dynamics、 Virtual is the regional third party logistics network through the Internet link the global logistics resources, removing barriers and national barriers, to production management to achieve "virtual neighbors、 "1 导言物流通常被认为就是将恰当的产品以最低的成本,在恰当的时间送达恰当的地点。
物流外包 外文翻译稿加原稿
译文题目：物流外包—确保一个组织竞争优势的一种手段外文题目：Logistics Outsourcing—A Means Of Assuring The Competitive Advantage For An Organization出处：V ADYBA MANAGEMENT 2007 m Nr 2 15 29作者：Loretta Parashkevova译文：摘要物流方式表明将交付供应链中的独立单位整合成一个统一的系统的目标，完成结果所需的时间和资源的损失降到最小的材料和信息流动的直接管理。
一个最新方法的实施为公司的物流管理提供更多的成效，这个方法就是外包。
物流外包带来诸多好处，如：减少库存、减少订单的交货时间、提高运输质量、扩大生产的灵活性、降低生产成本和加速资金周转等。
这保证了较低的生产成本和更好的质量交付，这是一个决定性的竞争优势。
物流外包的应用有利于资源的合理配置，这是公司拥有的独特的竞争优势。
因此，物流外包将作为一种手段应用于公司的物流运输中，以确保一个组织的竞争优势。
关键词：外包，物流，供应商1.简介竞争优势，与不断增长的全球化和创新，开始逐渐失去其创意和新的竞争优势，在前端的灵活性，订单到交货时间减少，可靠的高质量的交付，和选择的机会。
在竞争领域，厂家的能力加入其生产过程和系统的规划与个人消费者的喜好，将是一个的决定性的因素。
只有通过建立灵活的生产管理系统，与个别客户订单问题的解决方案才是可能的。
首先，它需要的新的或最新的概念，如CFM（以客户为中心的制造），SCM（供应链管理），基于相同的概念作为企业资源规划（ERP），客户关系管理技术，生产管理的实施（客户关系管理）等，也将要求供应处理，物流中介机构的互动为基础的生产和有效的分配同步。
其次，它在微观和宏观层面上是一个必要的优化运输系统。
复杂的运输基础设施的发展是基于标准化的商品，货物，运输方式，装卸货物，交货速度，拓宽道路和铁路网络，完善的售后服务维修。
(完整word版)物流外文文献翻译
外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in: 1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their coreenergy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics management The purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price atthe right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems in While third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in thecompetition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies. 4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development ofenterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。
物流外文文献翻译精选文档
物流外文文献翻译精选文档TTMS system office room 【TTMS16H-TTMS2A-TTMS8Q8-外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in:1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their core energy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of percent, the average flow of goods from days to days, stock % lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics managementThe purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price at the right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits ofmutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems inWhile third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in the competition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over toothers, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies.4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence.Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regionalbranches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development of enterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。
物流管理专业外文翻译外文文献英文文献
物流管理专业外文翻译外文文献英文文献附录英文资料原文:From the perspective of modern logistics systems, storage is an important part of logistics is the logistics system, distribution center, hoping for effective logistics warehouse here, scientific management and control, so that the logistics system more smoothly, more reasonable to run. In this paper, the importance of starting from the warehouse, combining theory and practice, through an enterprise storage andlogistics activities in the "space" and "cargo space" to analyze how the activities in the warehouse through the "space" and "cargo space "management to improve storage efficiency, reduce storage costs.Case Background: Photoelectric Technology Co., Ltd. of a storage management. A Photoelectric Technology Co., Ltd. located in Guangdong Huizhou Jinyuan Industrial Zone, which was established in 1998, is a professional lighting devices and electrical equipment manufacturers, it is the industry's leading enterprises. With excellent product quality, excellent service, the access to the customer's extensive approval and praise. In order to adapt to the new form of strategic development needs, the Company's existing network of integrated customer relationship, across the country set up the 35 operations centers, improve the company's supply chain, logistics, warehousing and distribution systems and customer service system. The company is headquartered Total finishedgoods warehouse 3, namely a set of finished products warehouse, finished products and finished second group of three storage warehouses. They are based on different types of products in different product sub-warehouses: one product a warehouse on the first floor is to facilitate the shipment into, so it is relatively types of goods stored there are more point, such as lamp, lamp panel and so on. And all of the export goods are stored in a group. Finished second group is mainly warehouse track lights, metal halide lamp, T4 lamp, T5 lamp and light. The company's several light sources are stored in the warehouse two groups finished. Three major stored product warehouse specific grid lamps, ceiling lamps, track lights, and some other companies products.1 An analysis of warehouse storage spaceWarehouse storage system's main elements include storage space, goods, personnel and equipment and other factors. Storage is the storage of the core functions and key links, storage area plan is reasonable or not directly affect the operational efficiency of warehouse and storage capacity. Therefore, the effective use of storage space as warehouse management is one important factor of good or bad. The company'sproducts sell well. Frequency of a large warehouse storage, goods flow also great. The company's warehouse space layout is stored on theshelves of goods, three-dimensional space utilization is not high, sohe's warehouse is not very high degree of mechanization, storage, only forklifts, including hand trucks and electric forklift. Warehouse operation methods, generally with a forklift, rarely manpower for thereceipt of goods, which are materials used to send and receive cards, every time shipping and receiving cards will be done in the send and receive registration materials, so we usually check very convenient goods such as some of the follow-up results from the present work seems to still relatively high efficiency, operation is quite easy. So the whole way of operating the company's warehouse is quite reasonable. The warehouse usually because the storage space is often not enough and the goods stored in the work space position. Particularly in the sales season, the warehouse storage products especially crowded, working up inside people feel a little depressedfeeling. So not very reasonable storage operating environment. The warehouse, data storage costs a statistical look fairly reasonable, because it costs very little equipment, fixed storage cost is not very high, while the storage cost is the cost of the class structure, so storage costs are therefore not very high.Storage warehouse for storage of goods that is as functional space.Storage space = potential use of physical space + space + space + operations useless space. Physical space, which means the goods were in fact occupied the space. The company's warehouse, its physical space accounted for 75% of the warehouse; the potential use of space accounted for 10%; work space and accounts for about 10% as the company's warehouse mechanization is not high, so a small point of space does not work What effect, its security is also essential to meet the requirements intermittent; his useless space accounted for about 5%. Onthe whole, the warehouse space utilization is high, there is a little crowded phenomenon. Analysis: the relative reduction should be the use of some physical space to increase the number of intermittent operations such as space, safety of space use. In addition, space and vertical space from the plane of view, the level of space has been put to good use, but the use of vertical space is not high, it can be considered top shelf, or high-level automatic three-dimensional shelf, to make better use of vertical space.2 rack management analysisRack management refers to the goods into warehouse, on the goods handling, how to put, place, etc. where a reasonable and effective planning and management. The disposal of goods, how to place, mainly by the strategic decision taken by the storage of goods of a specific storage location, will have to combine the principles of location assignment related to the decision. The company's warehouse storage rack management approach is used in positioning guidelines to follow. Positioning refers to each type of storage or storage of goods are fixed for each cargo space, cargo space of goods can not be interoperable. Therefore, when planning cargo space, cargo space for each volume of goods shall not be less than the possible maximum amount in the bank. However, in actual operation, the positioning of different storage conditions generally done in accordance with appropriate adjustments, it will make changes based on the actual situation. Cargo space in the warehouse management in the work by the staff of the company, combiningtheory with practice, carried out positioning, fixed-point, quantitative management principles, therefore, Ta cargo-bit capability is not Quanbu Anzhaozuida conducted in the library volume positioning, as the company's products belong to relatively large seasonal variations in the product, if the maximum amount set in the library space utilization will fall to the warehouse, so wastage of resources.- As all the libraries in the digital warehouse are stored with the principles of positioning, in accordance with the current situation of the company's warehouse, all use the principle of positioning is not very reasonable storage should be in accordance with the different characteristics of products and storage requirements, the product classification For important product, a small number of products used variety store positioning. And because almost all of the company's products feature the same features they are not mutually exclusive, this product features from the point of view is they could be put together randomly.In addition, the company's warehouse management, distribution of cargo spaces You are also a number of principles: (1) FIFO principle, Ji is the ancestor of goods, first-out library library principles, the principles generally applicable to a short life cycle of goods. (2) the principle of facing channel, referring to the goods of the mark, name the face of passageways so that theoperator can easily simple identification, it allows the retentionof goods, access to easy and efficient manner, which is to the warehouseto be fluent in the basic principles of operation. (3) weight characteristics of the principle, meaning that according to the weight of different goods to determine the level of goods in the storage location of places. In general, the weight should be kept on the ground or the lower shelf position, light goods were kept in the upper shelf location. In the case of manual handling operations carried out when the people of waist height for the custody of heavy or large items, while above the waist height of the light used to keep the goods or small items. This principle, the use of the safety and shelf manual handling operations have great significance. According to this principle, the company's warehouse stocking on the use of the fruit picking type. In this way, the storage requirements of the company's present situation is very reasonable, but also for staff is also very convenient.In the specific cargo space management process, we can see that the above description: they still use more modern management methods and principles. These methods and principles. For most of the moretraditional business management for storage or a more scientific and reasonable. Of course, in the management of the process there will be issues, such as operation in practice, some operators do not pay attention, not careful, careless also makes some of the principles of our implementation is not good enough. In the company's product sales, and warehouse management appears cargo space confusion, some products will be stored in the operating channel and the secure channel, so that is not conducive to our operations, warehouse operations particularlyaffect the safety of personnel, there are security risks. Because these problems often are especially prominent when the season, so these problems, the author suggested that some of the goods stored in the open yard, but the time to do well in the storage protection. 3 proposed ABC Classified Management ApplicationsTo conduct an effective inventory management and control, we mustfirst sort of inventory, only then can we better manage the goods and control. Therefore, I analyzed that in the original storage facilities under the same conditions, using ABC classification of goods for the implementation and management. This can effectively use the original storage space and cargo space. Through the analysis of goods to identify the primary and secondary, classification queue. According to Barrett curve reveals the "critical few and minor majority" rule should be applied in the management. Therefore, in accordance with product value, sales, shortage cost, or order in advance of other indicators toclassify the product. A class of products which are the highest value of inventory, general inventory of its total inventory of 15%, while the value of it is accounted for 70% ~ 80%; B products are middle of the stock value of these species 30% of the total inventory value of the total value of 15% to 25%; while the C class product is the value of the bottom of the inventory, its value is only 5% of the total value, but it accounts for the total inventory stocks 55%. Storage can be classified by goods and different products for each type of different management strategies developed to implement different control measures. In themanagement process, the products for A to require warehousing products are all everyday to inspect and inventory, the operation should be careful, can significantly embodiment up such products other products Butong between, were the focus of management; on B products, managed by sub-key can be 2 to 3 days to inspect and inventory. At the same time,do not neglect the management of products on the C, C products every week to conduct an inspection and inventory.We know from the analysis, storage operations, "space", "cargo space" and its scientific and rational management is an important partof warehouse management, warehousing costs alsoaffect the cost of important factors. Through practical examples of some of the storagemanagement problem analysis and research, through analysis and study of these issues, so wehave deeper storage management to understand, storage has its own management principles, weshould abide by and seriously the implementation of these principles. When in use thecombination of theory and practice, so that our warehouse and our theory more in tune with theactual operation. Only the combination of theory and practice to our knowledge to the limits.中文译文从现代物流系统观点来看,仓储是物流的一个重要环节,是物流系统的调运中心,希望在仓储这里对物流进行有效、科学地管理与控制,使物流系统更顺畅、更合理地运行。
物流配送中心外文文献原稿和译文
外文文献原稿和译文原稿logistics distribution center location factors:(1) the goods distribution and quantity. This is the distribution center and distribution of the object, such as goods source and the future of distribution, history and current and future forecast and development, etc. Distribution center should as far as possible and producer form in the area and distribution short optimization. The quantity of goods is along with the growth of the size distribution and constant growth. Goods higher growth rate, the more demand distribution center location is reasonable and reducing conveying process unnecessary waste.(2) transportation conditions. The location of logistics distribution center should be close to the transportation hub, and to form the logistics distribution center in the process of a proper nodes. In the conditional, distribution center should be as close to the railway station, port and highway.(3) land conditions. Logistics distribution center covers an area of land in increasingly expensive problem today is more and more important. Is the use of the existing land or land again? Land price? Whether to conform to the requirements of the plan for the government, and so on, in the construction distribution center have considered.(4) commodities flow. Enterprise production of consumer goods as the population shift and change, should according to enterprise's better distribution system positioning. Meanwhile, industrial products market will transfer change, in order to determine the raw materials and semi-finished products of commodities such as change of flow in the location of logistics distribution center should be considered when the flow of the specific conditions of the relevant goods.(5) other factors. Such as labor, transportation and service convenience degree, investment restrictions, etc.How to reduce logistics cost，enhance the adaptive capacity and strain capacity of distribution center is a key research question of agricultural product logistics distribution center．At present，most of the research on logistics cost concentrates off theoretical analysis of direct factors of logistics cost, and solves the problem of over-high logistics Cost mainly by direct channel solution．This research stresses on the view of how to loeate distribution center, analyzes the influence of locating distribution center on logistics cost．and finds one kind of simple and easy location method by carrying on the location analysis of distribution center through computer modeling and the application of Exeel．So the location of agricultural product logistics distribution center can be achieved scientifically and reasonably, which will attain the goal of reducing logistics cost, and have a decision．making support function to the logisties facilities and planning of agricultural product．The agricultural product logistics distribution center deals with dozens and even hundreds of clients every day, and transactions are made in high-frequency. If the distribution center is far away from other distribution points，the moving and transporting of materials and the collecting of operational data is inconvenient and costly. costly．The modernization of agricultural product logistics s distribution center is a complex engineering system，not only involves logistics technology, information technology, but also logistics management ideas and its methods，in particular the specifying of strategic location and business model is essential for the constructing of distribution center. How to reduce logistics cost，enhance the adaptive capacity and strain capacity of distribution center is a key research question of agricultural product logistics distribution center. The so—called logistics costs refers to the expenditure summation of manpower, material and financial resources in the moving process of the goods．such as loading and unloading，conveying，transport，storage，circulating，processing, information processing and other segments. In a word。
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;。
物流外文文献翻译
外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related inFormation to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of inFormation. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users areactively considering the use of third-party logistics services. As athird-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in: 1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their core1energy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and theUnited States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is astrategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics management The purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the establishedlevel of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal,logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price atthe right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and inFormation constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the useof modern management methods and modern technology so that all aspectsof inFormation sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit oftheir own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency ofmutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems in While third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in thecompetition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies. 4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practicalbusiness, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal inFormation system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of inFormation technology, logisticsand human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but inpractical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional Form of every match with a center. China's logistics enterprises in the operating mode of the problems of Foreign logistics enterprises in the management model should be from the domesticlogistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and spaceutility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of thedensity problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computerinformation network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises mustincrease investment in information systems can change their market position.Concentration and integration is the third-party logistics trendsin the development ofenterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of anefficient global third party logistics inputs required For increasingthe capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”,军事后勤保障的原意,在二战结束后的第二面。
物流外包外文文献翻译
文献出处：Min, Hokey. "Examining logistics outsourcing practices in the United States: from the perspectives of third-party logistics service users."[J] Logistics Research 6.4 (2013): 133-144.原文Examining logistics outsourcing practices in the United States: from the perspectives of third-party logistics service usersHokey MinAbstractOngoing global recession forced many firms to change the direction of their business strategic thinking. This change in a strategic thinking includes the reassessment of current business practices that may not necessarily add the highest value to the supply chain process and may not bring the highest possible return from the allocated resources. As such, outsourcing strategy that allows the firm to focus on its core competency has gained popularity over the years. One of the supply chain activities that are often outsourced is logistics as evidenced by a continued growth of the third-party logistics (3PL) industry across the world. To help firms formulate wise logistics outsourcing strategy, this paper examines the common logistics outsourcing practices among the US firms and identifies key determinants influencing their logistics outsourcing decisions. It also explores the current logistics outsourcing trends in terms of customer value propositions. Examples of such trends that this study discovered were the increased outsourcing of global logistics practices and a short-term duration of the logistics outsourcing contracts. Furthermore, this paper identifies the best-in class 3PLs based on their users’ experiences with those 3PLs as guidance for future benchmarking efforts.1 IntroductionWith the world economy deeply mired in the worst recession in decades, many firms search for every possible means to enhance their managerial efficiency. One ofsuch means includes logistics outsourcing. Generally, logistics outsourcing is defined as a subcontract arrangement whereby a logistics service provider performs a range of services for a firm that could be, or have been provided, in-house. Logistics outsourcing allows the firm to focus on its core competency and exploit external resources and expertise in handling its logistics activities. In other words, logistics outsourcing involves any form of externalization of logistics activities previously performed “in-house.” The theoretical underpinnings of logistics outsourcing are often predicated on the transaction cost analysis and network theory .According to the transaction cost theory, when transaction costs are low and transaction uncertainty is high, logistics outsourcing can be more appropriate than in-housing. Also, according to the network theory, the firm’s relations with its logistics service providers through outsourcing contracts can constitute its most valuable intangible resource (e.g., logistics knowledge and competencies) and thus create competitive advantages over its rival. To elaborate, the potential benefits of logistics outsourcing include the following: cost savings, improved cash flows, better asset management, greater distribution networks, quicker customer responses, a reduced burden for capital investments, and supply chain flexibility.Realizing these benefits, 70 % of the US firms outsourced their logistics operations to some extent for the last two decades [4]. The popularity of logistics outsourcing is further evidenced by a gradual growth of the third-party logistics (3PL) industry in terms of its sales revenue and diverse service offerings for the last two decades. Though suffering from a slight decline in 3PL growth during 2009, the 3PL industry generated more than $120 billion of revenue in 2010 [14]. Riding a new wave of momentum, the 3PL revenue reached $141 billion in 2011 [29]. Due to a wide range of 3PL service options available from the ever-growing 3PL industry, the 3PL selection decision often poses unique challenges (see, e.g., [5]). These challenges may include the following: (1) the identification of logistics functions that need to be streamlined and outsourced; (2) the constant evaluation and monitoring of 3PL performances; (3) the coordination of outsourced logistics activities through frequent communication with selected 3PLs; (4) the preparation of a request-for-proposal (RFP)or request-for-quotes (RFQ); (5) contract renewals; (6) the establishment of a long-term relationship with trustworthy 3PLs. The failure to deal with these challenges may significantly disrupt the 3PL user’s supply chain operations and bring more harm than good, since the 3PL user contractually relies on the 3PL to provide timely and cost-efficient logistics services to its end customers.Considering the various challenges of logistics outsourcing, it is important for the 3PL user to develop a careful strategic plan before making its decision on the scope of logistics outsourcing, 3PL selection, contract negotiation, relationship building, performance appraisal, conflict resolution, and contract renewal. To help the 3PL user develop such a plan, this paper conducts a questionnaire survey of the US firms and identifies the common logistics outsourcing practices that can be developed into the “best-practices.” This paper also develops potential performance metrics or key performance indicators (KPIs) that can be used to evaluate the 3PL performances and then determines the benchmark (“best-in class”) 3PL among the six leadi ng 3PLs (i.e., UPS Supply Chain Solutions, FedEx Supply Chain Solutions, Ryder Logistics, Menlo, C.H. Robinson, Exel) in the United States which can be emulated by other 3PLs. These metrics can provide a distinction between more successful and less successful 3PLs and thus help identify key success factors for logistics outsourcing [26, 76]. With this in mind, this paper addresses the following research questions：1.Which companies are likely to outsource their logistics activities?2. Who makes a logistics outsourcing decision and manages 3PLs?3. Which logistics functions are likely to be outsourced?4. Which terms (e.g., payment, duration, and conflict resolution) are included in the 3PL contracts?5. What are the most important determinants for selecting 3PLs?6. What are the most important benefits of logistics outsourcing?7. Which performance metrics are most important to 3PL performance evaluation?8. Which leading 3PL is considered to be the “best-in class” performer (benchmark)? In the following sections, we provide a brief overview of the relevant literature pertaining to logistics outsourcing. Next, we present the research methodology and its rationale. Then, we summarize the outcomes of data analysis, while discussing key findings and implications of this research.2 Literature reviewReflecting the growing popularity of logistics outsourcing and a subsequent growth of the 3PL industry, there exist an extensive body of the literature relating to logistics outsourcing including 3PL trends, extent of 3PL usage, 3PL benefits, 3PL benchmarks, and 3PL selection criteria. In general, 3PL refers to a for-hire, independent service provider performing all or part of logistics activities for the buyer, the seller, and the manufacturer of raw materials, parts/components, goods in process, or finished products without taking the title of those goods is one of the first to conceptualize 3PL services and project the emergence of the 3PL industry. Lieb and Randall started their landmark study by examining the extent to which the US manufacturers used 3PL services, the specific areas of 3PL services that were frequently used, and the managerial benefits accrued from the use of 3PL services. This study was continued and extended by Lieb and Randall , Sink et al. Lieb and Kopczak, Murphy and Poist, Lieb and Randall, Lieb and Miller , Lieb and Kendrick, and Lieb and Bentz who examined the extent of 3PL usage, 3PL market trends, and the prospects of the 3PL industry from the perspectives of 3PL chief executive officers (CEOs) and selected users for the last decade.Following suit, Knemeyer and Murphy and Sahay and Mohan investigated the impact of 3PL relationships on 3PL selection, contractual arrangements, and extent of its usage. These studies, however, primarily focused on the 3PL industry in the United States and did not recognize the emergence of the 3PL industry in foreign markets. Inresponse to the need for global 3PL studies, Lieb et al. conducted an empirical analysis to compare the status of the US 3PL industry with that of the European 3PL industry. Lieb and Kopczak also examined how US 3PLs established their foothold in the European market. To better understand the dynamics of emerging 3PL markets in a particular foreign country, Dapiran et al. investigated the extent of 3PL usage in Australia. Similarly, Bhatnagar et al. zeroed in on 3PL opportunities in Singapore, while Sohail et al. looked into the burgeoning Sub-Saharan African market that was often overlooked by many 3PLs. Also, Jaafar and Rafiq studied the prevalent practices and trends of the 3PL industry in the United Kingdom. Other similar studies focusing on the particular country’s regional 3PL markets include the following: logistics outsourcing practices in Mexico, New Zealand Australia and New Zealand, China, Korea, India (Sahay and Mohan [65]), Saudi Arabia, Denmark, and Turkey. However, a vast majority of these prior studies did not develop a benchmark of 3PL performance standards, which is critical to sustaining the growth of the 3PL industry on a global scale. Recognizing this deficiency, Min and Joo attempted to measure the performance of selected 3PLs and then developed a benchmark standard using data envelopment analysis (DEA). Generally, DEA is referred to as a nonparametric linear programming technique that converts multiple incommensurable inputs and outputs of each decision-making unit (DMU) into a scalar measure of operational efficiency, relative to its competing DMUs. Similar attempts were made by Zhou et al. Min and Joo , and Min et al. Despite numerous merits, most of the prior 3PL studies primarily focused on the specific demands, needs, and types of logistics outsourcing practices without looking into the 3PL user’s outsourcing decision rationales, contractual terms, 3PL selection criteria, value propositions, and performance metrics which will be the important basis for 3PL benchmarking. To fill a significant void in 3PL knowledge bases, this paper conducts an exploratory study of US firms that can increase the understanding of their outsourcing decision rationales, contractual issues, value propositions, and performance metrics, while identifying best-in class practices and then developing winning logistics outsourcing strategy.译文研究美国的物流外包实践:从第三方物流服务的用户的视角摘要持续的全球经济衰退迫使许多公司改变了他们的商业战略思考的方向。
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企业物流外包外文翻译文献(文档含英文原文和中文翻译)物流外包——确保一个组织竞争优势的一种手段摘要物流方式表明将交付供应链中的独立单位整合成一个统一的系统的目标，完成结果所需的时间和资源的损失降到最小的材料和信息流动的直接管理。
一个最新方法的实施为公司的物流管理提供更多的成效，这个方法就是外包。
物流外包带来诸多好处，如：减少库存、减少订单的交货时间、提高运输质量、扩大生产的灵活性、降低生产成本和加速资金周转等。
这保证了较低的生产成本和更好的质量交付，这是一个决定性的竞争优势。
物流外包的应用有利于资源的合理配置，这是公司拥有的独特的竞争优势。
因此，物流外包将作为一种手段应用于公司的物流运输中，以确保一个组织的竞争优势。
关键词：外包，物流，供应商1.简介竞争优势，与不断增长的全球化和创新，开始逐渐失去其创意和新的竞争优势，在前端的灵活性，订单到交货时间减少，可靠的高质量的交付，和选择的机会。
在竞争领域，厂家的能力加入其生产过程和系统的规划与个人消费者的喜好，将是一个的决定性的因素。
只有通过建立灵活的生产管理系统，与个别客户订单问题的解决方案才是可能的。
企业为什么要搞物流外包?它的紧迫性在哪里?物流外包与传统意义上的外委、外协有何本质区别?我们的企业离物流外包还远吗?这不仅是理论界要回答的问题，更是企业界应认真思考的问题。
谈到物流外包必定涉及供应链和第三方的发展，涉及到现代物流的发展方向，更涉及企业的核心竞争力。
理论界对这一点的认识显得有些浮躁，而企业对此的认识比较滞后。
目前大多数企业守候在自营物流那片天地，真正搞物流外包的不到20%，并且不规范、不系统。
尽管现在物流炒得很热，但企业对物流外包重要性的认识依然很浅。
调查表明，湖南有82%的企业对现代物流的认识模糊，大多把货物运输或货代等同于现代物流;有54%的企业至今未有发展物流的计划或设想，更没有把重构内部供应链和发展物流外包提上议事日程，看来还需要更多的示范、引导，更多的宣传、培训和更多的市场培育。
首先，它需要的新的或最新的概念，如CFM（以客户为中心的制造），SCM（供应链管理），基于相同的概念作为企业资源规划（ERP），客户关系管理技术，生产管理的实施（客户关系管理）等，也将要求供应处理，物流中介机构的互动为基础的生产和有效的分配同步。
其次，它在微观和宏观层面上是一个必要的优化运输系统。
复杂的运输基础设施的发展是基于标准化的商品，货物，运输方式，装卸货物，交货速度，拓宽道路和铁路网络，完善的售后服务维修。
第三，信息交流起着越来越重要的作用。
工业企业在信息领域的互动，使信息可以以正确的形式被查阅，在合适的时间，通过正确的当局和真实类型，防止未经授权的使用。
外包是指企业动态地配置自身和其他企业的功能和服务，并利用企业外部的资源为企业内部的生产和经营服务。
外包是一个战略管理模型,所谓外包（Outsourcing），在讲究专业分工的二十世纪末，企业为维持组织竞争核心能力，且因组织人力不足的困境，可将组织的非核心业务委托给外部的专业公司，以降低营运成本，提高品质，集中人力资源，提高顾客满意度。
外包业是新近兴起的一个行业，它给企业带来了新的活力。
外包将您解放出来以更专注于核心业务。
外包合作伙伴为您带来知识，增加后备管理时间。
在执行者专注于其特长业务时，为其改善产品的整体质量。
最近外包协会进行的一项研究显示外包协议使企事业节省9%的成本，而能力与质量则上升了15%。
公司需要获得其内部所不具备的国际水准的知识与技术。
外包解放了公司的财务资本使之用于可取得最大利润回报的活动。
本文的目的是研究物流外包的应用，作为一种手段，来确保一个组织的竞争优势。
2.现代物流管理和外包物流过程的目的是制定物流的基本规则 - 7R原则：要在正确的时间和正确的地点，以正确的客户在正确的成本交付正确的产品在正确的数量与质量。
无视上述条件的任何一个，都可能导致客户的流失。
因此，减少了公司的竞争优势，并降低了其市场份额。
不同于传统的物流方式，表明一体化（技术，技术，信息和经济）的独立单位在提供供应链成一个统一的系统的直接管理，物料流和信息流的目标完成预期的结果，以使时间和资源达到最小损失。
在一个企业实施最新的物流管理使其降低生产成本，减少库存，对运送商品的高倾向性，订单到交付时间减少和质量的提高，扩大生产的灵活性，，加速资金周转。
这可以保证较低的生产成本和更好的质量交付，这是一个决定性的竞争优势。
除了降低操作成本，物流的组织战略的基本方向之一是集中在业务和运营的上。
这将有助于资源的合理配置，是值得竞争的公司的独特优势（技术，诀窍，专用设备，和训练有素的人员）。
这种方法可以被定义为“核心竞争力”。
因此，通用的做法是使用“外包”越来越广泛。
“外包”一词表明自己的业务流程的收缩或下降，通常，这是没有核心内容之一的，当把它传递给一家专门在这一领域的公司，它是不盈利的。
使用外包的主要优势在于它是让组织重点放在其基本活动。
组织可以通过外包其职能或活动，包括从人力资源管理，物流，信息维护，工资处理，甚至生产本身。
3.物流供应商的类型据推测，外包物流服务（第三方物流的物流外包）是作为一个活动传递的一部分或全部物流功能，基本上是从非生产性质，外部物流组织即第三方物流供应商上定义的。
物流供应商（LP）可以进一步被称为物流服务供应商或第三方物流服务提供者（LSPs, 3PLs, TPLs）。
他们是在物流领域提供服务的贸易组织，执行单独的操作或复杂的物流功能（如仓库库存，运输，订单管理，物流等）及完成客户组织的物流链综合管理。
企业可能留下关于外部合作伙伴的所有物流业务，包括咨询，执行必要的调查，以及信息的实施系统。
这些企业往往拥有丰富的物流管理经验，以及合理的处置人才和发达基础设施（终端或终端网络，汽车库，甚至国际运输代理）。
第三方物流服务提供者主要是子公司，它独立于他们的总部（货运公司，公司提供仓储服务等）以满足消费者日益增长的需求，及为他们提供更广泛的服务。
第三方物流服务的提供商有五种类型的：LP-运营商公司，LP-保税仓营办商，LP-货运代理及代理公司，LP-优化运输服务，和LP-软件处理程序。
这些公司也可以分为两类，同时铭记另一个原则：资产型企业及非资产型企业，在其活动中都使用外包。
资产型企业拥有或通过租赁合同取得的交通工具，仓库等。
非资产型企业与其他公司缔结的合同，呈现在实物分配领域的全部或部分服务。
提供信息服务的企业，是一个非资产基础的公司，作为中介公司的物流系统的优化，及与其他基于资产的公司的互动合同的基础上的变化。
根据Armstrong&Associates 公司(1999)的要求，在仓储领域中的增值服务领域及运输优化的企业收入超过1/3，则属于非资产型物流供应商。
除了上述优势，物流外包的运用正在扩大的原因是：- 高品质服务的专业公司;-使用外包，增加灵活性的公司；-协同效应；-没有足够的专业知识在企业的员工中，使用外包；-公司提供物流服务的经验；-战略原因。
4.可以通过物流外包的活动在物流方面有许多复杂的活动，可通过外包企业执行。
企业物流外包是指生产或销售等企业为集中资源和精力在自己的核心业务上，增强企业的核心竞争能力，把自己不擅长或没有比较优势的物流业务部分或全部以合同方式委托给专业的第三方物流公司运作，物流外包是一种长期的、战略的、相互渗透的、互利互惠的业务委托和合约执行方式。
企业物流外包所推崇的理念是：如果我们在产业价值链的某一环节上不是世界上最好的，如果这又不是我们的核心竞争优势，如果这种活动不至于把我们同客户分开，那我们应当把它外包给世界上最好的专业企业去做。
即：首先确定企业的核心竞争优势，并把企业内部的技能和资源集中在那些具有核心竞争优势的活动上，然后将剩余的其他企业活动外包给最好的专业企业。
从这样的理念可知，企业物流外包的目的就是以供应链为腹地，跨越企业边界合理配置资源，提高企业核心竞争力。
其推动力来自竞争和供应链的发展，因为21世纪的竞争不是企业与企业之间的竞争，而是供应链与供应链之间的竞争，这就是企业物流外包的基本推动力。
企业物流外包不单是业务形式的变化，还有更深层的原因。
从发展核心竞争力的角度看，企业物流外包是一个相当紧迫的问题。
物流外包有利于企业集中精力发展核心业务，分担风险，加速企业重组，实现规模效益。
因为第三方物流具有资源优化配置，提供灵活多样的顾客服务，为顾客创造更多的价值，发挥信息技术优势。
因此，物流外包相对于自营物流具有明显的比较优势[1]。
这些措施可能包括：入站的物质流（供应管理），库存管理，及为客户提供常规和特殊包装，运输，交付准时，仓储，信息与软件和硬件的维护。
然而，前一个功能将被传递给外包公司，它必须考虑到公司活动的各个方面将受到的影响（如配送成本，供应链的监管，公司的灵活性，客户服务，产品需求的季节性波动或实施一个新产品）。
当外包问题是被决定的，许多公司拒绝它，并保持它自身的分配功能，因为公司可以拥有仓库，车库等其他方式，可即使在那些处理的情况下，更重要的问题是开发的成本。
企业没有选择物流外包，也并不一定是钟情于自营物流，而是担心物流外包的条件和时机尚未成熟。
如果区域物流平台能以低于或接近企业的物流成本及时为企业提供全方位的物流服务，企业没有理由选择自营物流。
就目前而言，虽然运输体系有了很大的改善，但整合各种物流资源的区域物流平台尚未真正建立，物流商未能使企业消除成本和时间方面的顾虑。
消除企业担忧，及时为企业顾客提供低成本的物流服务，正是企业物流外包的重要前提，也是最重要的外部约束条件。
离开这一点来谈企业物流外包就只能是空谈。
除了人员费用，设备和场所的维修费用（如仓库等）。
有其他的费用可以是困难的，包括在资产负债表结构中的（不那么重要）。
这些费用都是交通管理的成本，安全成本，使用的交通工具的成本，信息服务的成本，税收，行政和人事问题的监管成本，和法律支持的成本。
信息化是一个重要方面，是公司的物流活动和物流链控制的基本来源中。
信息系统建设也是一个很重要的问题，对于沟通供需，缩短时空距离，解决及时性问题，实现物流与信息流统一是非常重要的。
建立区域物流平台的信息系统有利于快速地采集、处理和反馈信息，解决速度问题，同时也能降低物流成本。
建设信息系统要以区域物流平台的信息系统为轴心，以电子商务为依托。
有一种观点认为企业的物流外包会导致物流链失去控制。
然而许多第三方物流提供商，在仓储和运输过程中运用新的测试技术，来链接到一个统一的信息流。
如今的市场条件正在迅速变化，这些公司，希望有竞争力，需要从他们的附属机构及公司，来根据合同外包快速反应。
买方的要求越来越高及了解的知识越来越多，所以他/她选择的是比以往任何时候都更广泛。