物流管理第三方物流毕业论文中英文资料外文翻译文献

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第三方物流：一个文献综述和研究议程【外文翻译】

第三方物流：一个文献综述和研究议程【外文翻译】外文翻译原文Third party logistics: a literature review and research agenda Material Source: Department of Management ScienceAuthor:Konstantinos SelviaridisIntroductionIn recent years there has been a surge of academic interest and publications in the area of third party logistics (3PL). This can be partly explained by the growing trend of outsourcing logistics activities in a wide variety of industrial sectors. The continuing wave of consolidation within the 3PL industry has also resulted in the emergence of large companies that have the capabilities to offer sophisticated logistics solutions on a continental or even global scale. Such logistics service providers (LSPs) strive to assume a more strategic role within the supply chain of clients, expanding their scale and scope of operations.Despite the growing interest in 3PL, the literature on this area appears to be disjointed. Based on an extensive literature review, this paper aims to offer a taxonomy of 3PL studies and point out opportunities for further research. In a previous attempt, summarised the results of their literature survey which also included articles from practitioner journals and the trade press. For the sake of rigour, the present study concentrates only on refereed journal papers published during 1990-2005.Analysis of findingsThe analysis of literature is based on multiple dimensions. Both content- and method-oriented criteria are used. The papers were firstly classified according to their research purpose(descriptive vs normative) and nature (empirical vs conceptual). The results indicate that most 3PL studies (60 per cent) are empirical-descriptive in nature.3PL studies are weakly theorised, with 69 per cent of the papers having no theoretical foundation and simply describing trends in the industry. This confirms others' views that logistics research lacks a theoretical basis. Nonetheless, somework uses theories such as transaction cost economics (TCE) and the resource-based view (RBV) of the firm to explain logistics outsourcing. Relationship marketing approaches, network theory, agency theory, competence theory, channel theory, political economy theory and social exchange theory have also been applied to explain aspects of 3PL relations. However, their use seems to be the exception rather than the rule and most of them are applied on a piecemeal basis, without serving any broader research objective.The level of analysis of 3PL research is also examined. In line with Harland (1996)and Hakansson and Snehota (1995), studies are classified in terms of three levels:1.the firm2. the dyad3.the network.The firm levelThe decision to outsource (or not) logistics activities depends on a multitude of variables, which refer to both internal and external considerations. have identified factors such as centrality of the logistics function, risk and control, cost/service trade-offs, information technologies and relationships with LSPs. The concept of logistics complexity is also introduced to incorporate a number of critical drivers that impact on the above identified factors. Product-related (e.g. special handling needs), process-related (e.g. cycle times) and network-related (e.g. countries served) drivers are believed to have an indirect influence in the outsourcing decision.A variety of benefits and risks in relation to 3PL have been reported in the literature. These can be classified as strategy-, finance- and operations-related. Outsourcing non-strategic activities enables organisations to focus on core competence and exploit external logistical expertise . 3PL providers can also contribute to improved customer satisfaction and provide access to international distribution networks . The most often-cited risks are associated with loss of control over the logistics function and loss of in-house capability and customer contact . However, it is usually the case that shippers employ a mixed strategy regarding logistics and retain important logistics activities (e.g. order management) in-house. While it is reported that users of 3PL enhance their flexibility with regard to market (investments) and demand (volume flexibility) changes, lack of responsiveness to customer needs is also cited as a problem of outsourcing .The review reveals a mismatch between supply and demand for logistics services. Evidence from recent industry surveys indicates that while LSPs expandtheir offerings to include information systems, consulting, contract manufacturing and even purchasing and financial services, there is a low uptake of such services and buyers in general prefer to outsource transport- and warehouse-related functions .Three main frameworks for procurement of logistics services have been identified. compare the purchasing process between commoditised (e-freight exchanges) and advanced logistics services. They find that definition of service requirements appearto be more difficult, criteria for 3PL selection extend far beyond price considerations and contracts are much more detailed when buying advanced logistics solutions.Berglund have identified several factors facilitating the rise of the 3PL market. On the demand side, key drivers include reduction in asset intensity, reduction of labor costs and restructuring of distribution; on the supply side, industry deregulation and declining profit margins in basic services are among the reasons for growth. Some authors have explained how transportation firms developed into 3PL providers by expanding their service offerings to differentiate themselves from competition .In a highly competitive sector cost reduction, market segmentation and service differentiation are the main ways of improving 3PL performance and profits. In addition, environmental changes and the introduction of new technologies have an impact on LSP strategic planning. For example, e-commerce and its implications for logistics operations should be fully understood by 3PL firm s .Both vertical (shipper-LSP) and horizontal (among LSPs) alliances are set up mainly with the aim of getting access to complementary resources and capabilities. In particular, horizontal alliances among LSPs are deemed necessary for the development of cross-border logistics solutions. Some authors though question the effectiveness of Pan-European and global logistics operators and they argue for the existence of local, medium-sized 3PLs that better serve customer needs in foreign markets .The dayd levelExisting literature suggests that the nature of 3PLrelationships is a function of service offering composition, contract duration and the client's motivation for outsourcing.There are many examples of partnerships between LSPs and manufacturers/retailers in the logistics literature. It is suggested that such partnerships develop gradually, as the number of outsourced activities increases overtime. Shippers often adopt an “increasing scope” strategy in respect of their relationships with LSPs. According to this practice, buyers are looking for specific solutions at the initial stages of the relationship in order to test the provider's capabilities . However, over time, the scope of the relationship increases and the offering expands to include more value-added and customised solutions .The design and implementation of 3PL relations appears to be problematic. Often-cited difficulties include lack of understanding of client's supply chain needs, lack of adequate expertise in specific products and markets, unrealistic customer expectations, inadequate description of services and service levels, lack of logistics cost awareness by the client and lack of 3PL innovation. In response to such problems the literature focuses on issues such as 3PL selection, contracting, information sharing between client-LSP and performance measurement systems. In relation to service provider choice, the buyer organization should create a comprehensive list of selection criteria that extend beyond price considerations. These issues are now considered in turn.Frequent communications and information sharing between the contracting parties are crucial for effective management of 3PL relations . Information exchange is important even in the pre-contracting period, when the buyer attempts to assess thecapabilities of the potential supplier. Communication channels in multiple organizational levels are established in order to cover the strategic as well as operational information needs. In many instances, joint meetings are also established to review the provider's performance and solve any arising problems. More seldom, inter-organisational teams and committees are formed with the aim of facilitating information exchange between contracting parties and/or improving business processes .Whatever their starting point of analysis or theoretical perspective, all frameworks include a relationship evaluation stage. A feedback mechanism is also incorporated in order to adjust the relationship objectives and adapt processes. Some of them do not consider specific 3PL characteristics. Even worse, researchers who apply such frameworks to 3PL relationships do no appear to provide any justification for doing so. These frameworks also suggest, either implicitly or explicitly, that 3PL alliances are a means to achieve competitive advantage, by gaining access to external resources and capabilities .Collaborative 3PL relations can lead to new competence development and innovation, provided that partners openly exchange information and share their knowledge and skills . Organisational learningis thought to be an important quality which facilitates innovation and 3PL service improvement .The network levelCurrent research focuses on dyadic LSP-client interactions. However, the boundary-spanning role of logistics and the importance of customer service for 3PL arrangements are reflected in many studies, which either implicitly or explicitly discuss the client's customer interface, i.e. the treatment extendsbeyond the dyad to consider larger networks.There are a few studies that explicitly discuss the formation of logistics outsourcing triads.Bask argues that the term 3PL implies a triadic link among suppliers, their customers and LSPs. Larson and Gammelgaard investigate the preconditions, benefits and barriers to the formation of collaborative relations among buyers, sellers and 3PL providers. Carter and Ferrin have illustrated the impact of trilateral collaboration on the reduction of transport costs. Moreover, Gentry has studied the role of carriers in strategic buyer-supplier alliances and concluded that LSPs mainly have operational responsibilities and are not involved in strategic planning of the supplier-customer alliance.Various forms of sub-contracting are also considered in the literature. In particular, the design of 4PL/LLP solutions entails that the LSP acts as a single point of contact within the client's supply chain. The 4PL provider is often regarded as a non asset-based company which makes use of its supply chain design/planning capabilities and IT solutions and acts as a single interface between the client and multiple (asset-based) LSPs (Skjoett-Larsen, 2000). Logistics providers also develop horizontal networks in order to gain access to complementary resources and capabilities.Directions for future research1.Focus on network research.The review has revealed a knowledge gap in relation to the design and implementation of 4PL/LLP contracting arrangements. Existing studies focus on conceptualising 4PL and pointing out its difference from 3PL, without reaching a common definition. Further, empirical research should be directed towards these phenomena, in particular:2.Focus on normative research.Further normative research is needed to provide practitioners with tools and frameworks for decision-making. On this front, two suggestions are offered: Outsourcing decision framework, Selection criteria framework.。

物流管理中英文对照外文翻译文献

中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:The Research of Regional Logistics CompetitivenessAbstractAt present, the development of logistics is the logistics demand rapid increase, the expanding market capacity, accelerates the construction of logistics infrastructure, third-party logistics fast growth the tendency, the whole logistics industry is developing in the direction of the information, globalization and specialization. At the same time, with the rapid increase of logistics demand, the development of the regional logistics more rapidly. Regional logistics is an important part of regional economy, the existence and development of regional logistics is the premise of existence and development of regional economy, no regional economy there would be no regional logistics. Regional logistics and regional economic development level, is closely related to the scale and the level of the different regional economic shape, size and industry, determines the level of regional logistics, the scale and structure form. Regional economic integration can make the area and regional logistics incline to reasonable, adapt to reasonable layout of industrial structure, to reduce logistics cost, promote the development of regional logistics. On the other hand, the regionaleconomic development is inseparable from the development of regional logistics and regional logistics to provide support and guarantee for the development of regional economy, the development of the regional logistics will drive and promote the further development of regional economy. Therefore, the development of the regional logistics has become to improve the regional investment environment and industry development environment, expanding the scope of the regional influence, the key to enhancing regional competitiveness.Keywords: Regional logistics; Regional logistics competitiveness; Evaluation index 1 IntroductionThe rapid development of world economy and the progress of modern science and technology, the logistics industry as an emerging service industry, is developing rapidly in the global scope. Internationally, logistics industry is considered to be the economic development of the artery and basic industry, its development degree become to measure a country's modernization degree and comprehensive national strength, one of the important marks is known as the "third profit source" of the enterprise, its role is more and more big, became the current after the IT industry, financial industry's hottest emerging industry a new growth point of national economy, and caused widespread social attention. Regional logistics is an important component of regional economy, is the important force in the formation and development of regional economy, it is to improve the efficiency and economic benefit in the field of regional circulation, improve the competitive ability of regional market, etc., plays a positive role in active. Behind the rapid development of modern logistics, however, there are still many problems; including logistics competitiveness level is lower than the level of logistics development is particularly prominent. Choosing logistics competitiveness development level evaluation index, since there is no uniform standard, can only use freight or freight turnover scale to measure logistics. Implementation of goods transport is the process of logistics spatial displacement at the center of the link, with the two indicators to measure logistics scale has certain scientific, but it can't reflect the outline of the regional logistics. Estimates of logistics demand, typically based on GDP and total retail sales of social consumer goods such as index of national economic accounting. This is just a simple measure of the macro level, the proportion of different researchers use different, ranging from teens to twenty percent, there are large difference between the results and gives theoreticalanalysis greater difficulties. At the same time, the logistics industry's economic statistical data shortage, there is no comprehensive logistics demand statistics, which made us qualitative understanding of the level of understanding of logistics.2 Literature reviewAbout the Core Competence theory, Core Competence (Core Competence) of the original intention is the Core skills or Core skills, this concept is in 1990 by the American strategic management experts made (C.K.P rahalad) and Britain's strategic management experts hamer (c. amel), refers to the enterprise organization of accumulating knowledge, especially about how to coordinate different production skills and integrate a variety of technical knowledge, and on the basis of advantage over other competitors unique ability, namely Core Competence is built on the basis of enterprise Core resources, is the enterprise intelligence, technology, products, management, culture and other elements in the reflection of comprehensive advantage in the market. At present there are three typical academic argument: the ability theory represented by Rossby and Christie's school; School represented by porter's theory of market structure; Represented by Werner Phil and Penrose's theory of resource school. Core competitiveness is value, the ability to integrated, uniqueness, extensibility and inherent characteristics.Related theory, the study of regional logistics, the logistics research of Europe and the United States, Japan and other developed countries, focus on the enterprise level, is committed to providing enterprise optimization strategy. And regional logistics system and competitiveness research, involved. According to literature review, the regional international logistics field of research mainly includes the following aspects: (1) from the perspective of multinational company research the global logistics resources configuration and coordination problems. Specific include logistics infrastructure, market competition mechanism and the problem of logistics supply chain operation. Such research quantification technology such as using the operational research tools, more for the global network of supply chain facility location positioning, and coordinate the factory more support, strategic distribution system design problem. This is an extension of the logistics enterprise level optimization study, the commonly used methods include mathematical analytical method, system simulation method and heuristic methods, etc. If only one method and graphical method solving the problem of the layout of the site; Mixed integer programming solve the problem of siteselection of logistics center and logistics planning, etc.(2) from the perspective of urban economy and the environment, the research of urban traffic network Settings. For example Tanjguchietal from the city level, using a dynamic traffic simulation model, quantitative research economic growth, the transport demand, as well as the related road congestion and environmental pollution.(3) from the point of view of the city government, study its role in macro logistics development and utility. For example MeirJ. R and Senblatt, studied the global supply chain management in infrastructure financing, transportation and regional trading rules, corporate tax law of the government subsidies, and other effects of the main factors of global production and distribution network, etc.3 Introduction to the theory of regional logistics related3.1 The definition of regional logisticsAcademic definition of regional logistics has not yet unified, a more accepted view is that regional logistics is the geographical environment in a certain area, with large and medium-sized cities as the center, based on the regional scale and scope economy, combined with effective logistics service scope, area inside and outside of all kinds of goods from the supplier to accept to effective entity flow; Is the transport, storage, loading and unloading, handling, distribution, packaging, circulation processing, information processing, such as integrated logistics activities, to service in the composite system of regional economic development. It requires the integration, the integration of logistics management, namely to meet user needs for the purpose, to the goods, services and related information from the supplier to accept to the efficient flow of planning, execution, and control activities, is the organic unity of cash-flow, information flow and cash flow.3.2 Relationship of regional logistics subject, object and carrierRegional logistics has the characteristics of multi-level and multi-dimensional structure, its basic elements include logistics main body, object and logistics carrier, and the structure of the basic elements and their complete system, each element show different features, thus forming the function of the regional logistics. Regional logistics main body is directly involved in or specialized is engaged in the economic organization of regional logistics activity, including the owner of the goodsFlow, the third party logistics enterprise, storage and transportation enterprise, etc. Logistics is the supply chain logistics channels, the starting point and end point ofconnection in the whole course of the regional logistics activity plays a dominant and decisive role. Elements of the integrated logistics subject is the essential characteristic of modern logistics. Therefore, the elements of logistics as one of the main body, logistics has a decisive role in the development of logistics industry. Similar accumulation and regional economy industry, regional logistics also emphasizes the logistics main body accumulation, logistics main body in space is beneficial to promote the logistics activities of large-scale, intensive, body development, it is also a regional logistics park, logistics center, the objective basis of the formation of distribution centers, and regional logistics park, logistics center and distribution center determines the spatial structure of the regional logistics system.3.3 Regional logistics and regional economic relationsRegional logistics is an important part of regional economy, the existence and development of regional logistics is the premise of existence and development of regional economy, no regional economy there would be no regional logistics. Regional logistics and regional economic development level, is closely related to the scale and the level of the different regional economic shape, size and industry, determines the level of regional logistics, the scale and structure form. Logistics is always accompanied by business flow, the more advanced the regional economy, manufacturing and trading more active, the logistics industry as a service industry will have a good customer base and market infrastructure, the greater the chance of large-scale development. On the other hand, the regional economic development is inseparable from the development of regional logistics and regional logistics to provide support and guarantee for the development of regional economy, the development of the regional logistics will drive and promote the further development of regional economy. Thus, regional logistics and regional economy is the unity of interdependence. Regional economy is the premise and foundation of regional logistics development, is the dominant force in the regional logistics development; Regional logistics is an important part of regional economy, is the regional economic support system, and serve the regional economy. Regional logistics development goal and strategy must obey and serve the regional economic development goals and strategies.4 Regional logistics competitivenessRegional logistics competitiveness refers to a certain space range (generaladministrative area as the border, across regions), the logistics industry are different from other areas of the assignment of resources was made in the advantage, the logistics enterprises, government policy support and industrial innovation ability, eventually embodied through regional internal benign competition will be more than all kinds of resources, the ability to effectively integrate to form a complementary and integrated ability system, reflect the regional comparison of competitive power in the logistics activity, reflect the size of the regional logistics service ability and the logistics industry development level of high and low. The competitiveness of the regional logistics is mainly composed of six basic elements constitute: social and economic development level, scale of logistics demand and supply condition of logistics, the logistics development of logistics industry in the enterprise information development level, development level, the macro environment.4.1 The social and economic development levelComprehensive social and economic development level reflects the regional logistics competitiveness level of social economic basis, is the guarantee of development of regional logistics competitiveness, to provide support for the sustainable development of regional logistics, from the other side also reflects the competitiveness of regional logistics development potential and power.4.2 The logistics demand scaleLogistics demand scale is mainly refers to the logistics services in the field such as production, consumption and circulation quantity and scale, to some extent, restricted by local resource conditions, it reflects a region, the demand for logistics service level and size: the size of the logistics demand, determines the size of the logistics market capacity, is the premise of existence and development of regional logistics industry and the foundation.4.3 Logistics supply conditionThe supply condition of logistics refers to the logistics infrastructure provided for the development of the logistics industry, all kinds of logistics technology and equipment, is engaged in the logistics services enterprises and the corresponding professionals such as the number and size of traffic capacity and regional situation, the comprehensive reflection of regional logistics supply capacity and service level, reflects the effect on the development of the logistics industry to promote and satisfaction, is the main factor of the formation and development of regional logisticscompetition.4.4 Logistics enterprise development levelLogistics enterprise comprehensive development level reflects the regional logistics main body's ability to provide logistics services and meet customer demand, embodies the subject of logistics operation level, mainly including the enterprise competition ability, profit ability and performance level, reflect a certain period of logistics enterprises in the area of the overall level of development, is the key factor for the formation of regional logistics competitiveness.4.5 Information development levelMainly refers to the regional information development level of information degree and the level of information technology. Logistics is based on information flow, logistics has become more and more rely on the whole process of access to information. Many logistics enterprises have established their own information management system as a crucial to the development of its core competitiveness, the development level of information is the one important factor for the formation of regional logistics competitiveness level.4.6 Logistics macro environmentMacro environment refers to the logistics industry development of logistics industry development planning, land use policy, tax policy, market access policy, talent training, such as the soft environment, affecting the development of logistics industry reflects the external environment for the development of the logistics industry to provide favorable conditions and the environment support.译文:区域物流竞争力研究摘要当前，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。

第三方物流外文文献(原文与翻译)

我国第三方物流中存在的问题、原因及战略选择【摘要】我国物流业发展刚刚起步，第三方物流的理论和实践等方面都比较薄弱。

本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。

分析了产生上述问题的原因，并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战略等三种可供选择的第三方物流企业发展战略。

【关键词】第三方物流；精益物流战略；价值链联盟；虚拟化战略1引言长期以来，我国国内企业对采购、运输、仓储、代理、包装、加工、配送等环节控制能力不强，在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。

因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。

本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。

物流的定义在完成商业交易之后,物流将以最低成本和最高效益的方式执行将商品从供应商(卖方)流转到顾客(买方)的过程。

这就是物流的定义。

在物流过程中,既需要诸如物流设施和设备(物流运输工具等)的硬件,也需要对物流实施信息化管理进行物流标准化。

此外,政府和物流组织的支持也不可或缺。

物流的三大主要功能(1)创造时间价值:同种商品因所处时间的不同而有着不同的价值。

在商品流转过程中,往往会处于某种停滞的状态,物流的专业术语就称之为储存。

储存创造了商品的时间价值。

(2)创造场所价值: 同种商品因所处位置的不同而有着不同的价值。

这种因商品流转过程中而产生的附加增值称之为物流的场所价值。

(3) 同配送加工价值:有时,物流活动也能创造配送加工价值,这种物流加工主要改变商品的长度、厚度和包装形态。

物流中经常提到的“分割成更小的部分”就是配送加工中最为常见的形式。

大多数物流加工都能创造商品的附加价值。

2.物流作为新兴的商务领域,经历了从传统物流向现代物流发展的两个阶段。

物流外文文献翻译(DOC)

第三方物流与逆向物流毕业论文外文资料翻译

3PL primer for business success and Reverse LogisticsWhat is 3PL?More and more organizations worldwide want to develop products for global markets. At the same time , they need to source materials globally to be competitive. One of today ’ s trends to s olve this problem is outsourcing logistics or using third-party- logistics (3PL) to manage complex distribution requirement.Outsourcing of logistics tasks and supply chain responsibilities is a dynamic model. The most interesting aspects than companies-manufacturers,retailer, wholesalers, and distributors-are turning over parts of their supply chain to firms that have their roots as commodity service providers. Firms that know ocean shipping, forwarding, warehousing, or trucking are now handling and, in some cases, managing broad domestic and international logistics activities.。

(完整word版)物流外文文献翻译

外文翻译---物流使用第三方服务

The use of third party logistics servicesM.S. Sohail , A.S. SohalWith the globalisation of businesses and the consequent competitive pressures, there has been an increasing dependence on the ability of organisations to deliver customer-adapted products all over the world quickly and on time. This has placed a number of demands on the logistics system and has become a rapidly developing area of investigation. In fact, it has been referred to as the last frontier for the development of strategic competitive advantage (Hum, 2000). To gain a competitive advantage, many organisations are seeking to manage their logistics operations strategically, but realise that they lack the core competencies and are increasingly seeking to outsource their logistics activities (Hum,2000). Apart from this, another important development that is making an impact on the organisations is the increased emphasis on time-based competition (Bhatnagar et al., 1999). Broadly, time-based competition refers to the speed with which products can be manufactured, delivered to the market and serviced.Much has been written in recent years about outsourcing logistics activities. There have been various terms used to describe this phenomenon such as logistics alliance (Bowersox, 1990), operational alliances in logistics (Laarhoven and Graham, 1994), contract logistics (Kearney, 1995), contract distribution (Wilson and Fathers, 1989) and third party logistics (Lieb and Randall, 1996). However, third party logistics (3PL) has been the term more widely used in recent times. Given the growing importance of logistics outsourcing, the extent of its usage has been widely examined in the USA (Lieb and Randall, 1996). Sheffi (1990) describes how the 3PL industry in the US has developed, and mentions several economic, regulatory and technological trends drivingthe development. Virum (1993) discusses 3PL development in Europe based on case studies of three Dutch and two Swedish providers. Other studies in the European context have also been undertaken (Lieb et al.,1993).An examination of the usage of 3PL services by large Australian firms (Dapiran et al.,1996) revealed that a number of operating units at many of the largest Australian firms were utilising the services of contract logistics providers. Some studies have outlined the linkage between manufacturing firms and 3PL services providers in Hong Kong, Southern China, Japan and South Korea (Millen and Sohal, 1996). In the South East Asian region, it was reported that Singapore-based firms are generally satisfied with the services of 3PL service providers.With the advent of multi-modal logistics in Malaysia, service providers have been focusing on establishing linkages and forming an entire logistics chain. Another trend noticeable in the 3PL industry in Malaysia is that most of the players specialise in the field as freight forwarding, container haulage, warehouse operation or conventional truckers and operate with minimal linkage to the other components in the logistics chain (New Strait Times, 1998). The current crop of 39 players in the industry are limited in size and operating capacity with duplication of services offered being considered as too many in the industry. Companies have been merging into larger entities to take advantage of the economies of scale and extend market coverage, as the value of a logistic company invariably lies in the market coverage of its network. However, to our knowledge, we have not found any comprehensive studies reported in the literature focusing on the extent of 3PL by firms in Malaysia. This study aims to fill this gap.Results reported in this study indicate that a number of operating units at many of the Malaysian firms are utilising the services of contract logistics providers, and have been doing so for several years. Many ofthese organisations employ the services of more than one contract logistics firm to provide a wide variety of services.Furthermore, many non-users are interested in this approach as evidenced by the 30% who are exploring the idea.Those operating units utilising contract logistics services providers have substantial experience with this practice as evidenced by about 45% having done so for more than 5 years. The decision to utilise contract logistics firms is almost as likely to originate at the corporate, divisional or local level. However, wherever the idea originates, managers from other functional areas will usually be involved in the decision to outsource. The level of commitment to the utilisation of contract logistics providers has been very encouraging with about 75% of the firms responding to this survey characterising their commitment as moderate to extensive. Additional evidence of this high level of commitment is provided by one-half of the firms allocating up to 40% of their total logistics budget to contract providers. In almost all cases,senior logistics executives view the use of contract firms as having had a positive impact on logistics costs, logistics systems performance, customer satisfaction, and employee morale. Based on these results, more than 80% of the managers would at least moderately expand their companies’ use of contract logistics firms.To those logistics executives considering outsourcing,this very positive feedback should be reassuring. The number of experienced organisations provides an important source of information about how to proceed and what to expect. Consideration of the use of contract logistics services providers will bring logistics managers in contact with colleagues in finance, marketing, manufacturing, and other areas, potentially expanding the logistics influence throughout the organisation. This should improve the scope of the analysis, as well as subsequently facilitating implementation.The experience of the firms in this study also provides insights as how to plan for implementation; for example,the need to educate the 3PL services provider about the firm’s requirements. Programmes to place redundant employees must also be developed.The survey also contains useful information for the providers of contract logistics services. The most important means for establishing contact with potential customers are through sales calls by representatives ofthe contract firms and discussions with other logistics professionals. Significant resources spent on other approaches should be questioned, based on the results from this survey. In addition, while users are quite satisfied with their experiences to date, few envision contract providers as a means to enter new markets, develop new customers or expand their current offerings. Those contract logistics firms able to offer opportunities of such a nature may find their markets growing rapidly.The above analysis of the experience of Malaysian firms in their usage of contract logistics services indicates that the market for 3PL services in Malaysia has a good potential for further development. While there is still a percentage of firms which have not outsourced their logistics functions, we believe that the vision of developing Malaysia into a logistics hub in the region will further enhance the use of the contract logistics services in the years to come.This study provides 3PL services providers who are considering South East Asia as a potential market, a comprehensive analysis of the current situation in Malaysia.Technovation 23 (2003) 401–408物流使用第三方服务质谱苏海尔 , 索哈尔随着企业全球化和随之而来的竞争压力，出现了以提供越来越依赖于组织能力的客户，产品适应世界各地的迅速和及时。

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 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 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 at the right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. ModernLogistics 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 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 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 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, theestablishment 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.美国物流管理协会物流被定义为："物流是为满足消费者的需求,原料,中间产品,最终产品及相关信息的消费者从一开始就有效流动和储存,实施和控制的过程中."物流由四个主要部分：真正的流量,实时存储,管理,协调的信息流.物流的主要功能是创建时间和空间的有效性的主要方式,通过存储以克服空间距离.第三方物流在物流渠道由经纪人提供的服务,中间商的合同的形式在一定期限内的时间要求提供全部或部分物流服务.是为外部客户管理,控制和提供物流服务的公司运作的第三方物流公司.据统计,目前在欧洲使用第三方物流服务的比例为76％,美国是58％左右,而需求仍在增长,24％在欧洲和美国33％的非第三方物流服务用户正积极考虑使用第三方物流服务.作为第三方物流提高速度的物流,仓储成本和财务储蓄路人成本的有效手段,已成为越来越备受关注.首先,使用第三方物流的优势使用第三方物流企业可以带来很多好处,主要体现在：1,专注于核心业务制造商可以使用一个第三方物流公司,以达到最佳的资源,有限的人力和财力资源分布集中于自己的核心能量,注重基本技能的发展,开发新的产品在世界上的竞争,并增强企业的核心竞争力的企业.2,节约成本的专业的第三方物流供应商,大规模生产的专业优势和成本优势,通过提供链路容量的利用率,实现节约成本,使企业可以受益于成本结构分离.制造企业扩大营销服务任何程度的深入参与,将带来成本大幅增加,只有使用专业服务,提供公共服务,以尽量减少额外的损失.田纳西大学根据与美国,英国及美国EXEL公司EMST＆YOUNG咨询公司共同组织了一个调查：很多货物,使他们能够使用第三方物流的物流成本平均下降1.18 ％,货物平均流量从7.1天到3.9天,库存下降8.2％.3,减少库存第三方物流服务供应商精心策划的物流和及时交付手段,最大限度地降低库存,提高现金流的企业,以实现成本优势.4,提升企业形象第三方物流服务提供商与客户的战略合作伙伴关系,利用完备的设施和训练有素的工作人员的第三方物流供应商在整个供应链实现完全的控制,减少物流的复杂性,通过自己的网络,以帮助提高客户服务,不仅要树立自己的品牌形象,但也有客户在竞争中.二,实施物流管理的目的实施物流管理的目的就是以最低的总成本条件下实现既定水平的客户服务,或服务优势,寻求成本优势的一种动态平衡,从而创造有竞争力的企业的战略优势.根据这一目标,物流管理要解决的基本问题,简单地说,是合适的产品在合适的时间和合适的地点提供给客户的数量和合适的价格,以适应.物流管理系统使用的方法来解决这个问题.通常被认为是现代物流运输,仓储,包装,装卸,流通加工,配送和信息的所有组成部分.都有自己的原有的功能,利益和观念的一部分.系统方法是运用现代管理方法和现代技术,使各方面的信息共享在一般情况下,作为一个集成系统的组织和管理的所有环节,从而使该系统可以尽可能低的条件下,总成本,提供有竞争优势的客户服务.系统方法,该系统的有效性是不是他们的各种本地链路有效的简单相加.系统意味着,有一个某些方面的问题,并希望所有的因素影响的分析和评价.从物流系统的这种想法是不单纯追求对自己在各个领域,以最低的成本,因为物流的好处之间的联系,相互影响,相互制约的倾向,有转之间的关系漏洞.例如,过分强调包装材料的节约,它可能会造成的损害,因为他们容易运输和处理成本增加.因此,系统的方法,强调有必要开展的总成本分析,以避免第二个最好的效果,并权衡成本进行了分析,从而达到以最低的成本,同时满足既定水平的客户服务目的.三,中国的企业在使用第三方物流的问题虽然第三方物流公司有很多优点,但没有多少企业将更多的物流业务外包,原因可归结为：1,变革的阻力很多企业不想要的方式,通过物流外包的力度,改变目前的模式.尤其是一些国有企业,流量也将意味着解雇外包了大量的员工,国有企业的管理者将意味着很大的风险. 2,缺乏认识对于第三方物流企业的认识水平普遍偏低,缺乏意识的企业供应链管理的企业在竞争中的巨大作用.3,害怕失去控制实施供应链企业提升竞争力的重要作用,许多公司宁愿有一个小而完整的物流部门,他们不喜欢这些功能将被移交给别人,主要的原因是由于它担心如果失去内部物流能力,客户将交流与其他第三方物流公司的过度依赖.4,物流外包有其自身的复杂性供应链物流业务的公司以及其他服务,如财务,营销或生产的综合物流外包本身的复杂性.在一些实际业务,包括运输和存储的整合可能会导致组织,行政和执行的问题.此外,公司的内部信息系统集成功能,使得物流企业向第三方物流企业已经变得非常难以操作.5,衡量物流外包的效果受多种因素准确测量的成本信息技术,物流和人力资源更加困难.这是很难确定物流外包的企业到底能够带来多少潜在的好东西的成本.此外,该公司的业务及企业供应链运作能力的独特性,通常不被认为是内部到外部的公共信息,这是很难准确地比较公司间的供应链运作能力.虽然有些厂家已经意识到使用第三方物流公司可以带来很多好东西,但在实际应用中往往分为几个步骤,同时选择一批物流服务供应商作为合作伙伴,以避免业务依赖所带来的物流服务供应商.四,中国的第三方物流企业在发展中遇到的问题一个成功的物流公司,运营商必须有一个较大的规模,建立有效的区域覆盖面积,高水准的综合技术,财务资源和经营战略具有强大的指挥和控制中心.中国第三方物流企业在发展中遇到的问题可以概括如下：1,经营模式目前,世界上最大的物流公司大多数采取总行及分行系统,总部集中式物流运作,采取垂直业务管理的实施.建立现代物流企业必须有一个强大的,灵活的指挥和控制中心来控制整个物流运作和协调.雷亚尔必须是一个现代化的物流中心,利润中心,企业组织,框架,体制形式,每场比赛的中心.中国物流企业的经营模式的问题,国外物流企业的管理模式应该是从国内物流企业.2,缺乏储存或运输能力物流的主要功能是建立时间和空间的实用程序盗窃.对于现在中国的第三方物流企业,一些公司专注于储存,运输能力不足,其他公司是一个小租用仓库来完成对社会的承诺,客户在全国各地大量的运输车辆和仓库.3,网络问题,有几个大公司拥有的物流的整车货物存储网络或网络,但网络覆盖X围是不完美的.客户在选择物流合作伙伴,都非常关心的网络覆盖和网络区域分支机构的密度问题.网络的建设应该重视物流企业.4,信息技术全球最大的物流企业"的三级网络",即定单信息流,资源,全球供应链网络,用户的全球资源网络和计算机信息网络.随着先进的计算机技术的管理,这些客户是生产高附加值产品的企业的物流,国内物流企业必须增加投资于信息系统,可以改变自己的市场地位.集中和整合是第三方物流企业的发展趋势.原因是：首先,公司拟以尽可能少的几家物流公司的供应链外包的主要方面;第二,建立高效的全球第三方物流投入增加资本所需;第三,许多第三方物流供应商通过兼并和联合的方法来扩大其服务能力.。

英语物流论文带翻译

1.参加英语语言课程：物流专业人士可以从参加专门的英语语言课程中受益，这些课程主要关注商业沟通、物流术语和跨文化交流。这些课程可以提供直接适用于物流行业的实际技能和知识。
2.练习口头交流：定期练习用英语进行口头交流对提高流利度和准确性至关重要。可以通过角色扮演场景、参与英语会议和与同事和客户交流来实现这一目标。
3. Use English in Daily Operations: Actively using English in daily logistics operations, such as writing emails, creating reports, and communicating with international partners, can help reinforce language skills and build confidence in using English in professional settings.
Case Study: The Impact of English Proficiency on Logistics Operations
To illustrate the importance of English proficiency in logistics, let's consider a case study of a multinational logistics company that operates in China. The company's staff includes both Chinese and foreign employees, and the official language of the company is English. However, the Chinese employees have varying levels of English proficiency, which has resulted in miscommunications and errors in operations. For example, during a shipment delivery, a misinterpretation of an English instruction led to the wrong product being sent to the customer, causing a delay and customer dissatisfaction. This case highlights the significant impact of English proficiency on the effectiveness and efficiency of logistics operations.

物流管理系统毕业论文外文翻译

An internet-based logistics management system for enterprise chainsN. Prindezis, C.T. KiranoudisSchool of Chemical Engineering, National Technical University, 15780 Athens,GreeceReceived 13 September 2003; received in revised form 20 December 2003; accepted27 January 2004Available online 10 December 2004.Developing the internet-based application toolWeb services offer new opportunities in business landscape, facilitating a global marketplace where business rapidly create innovative products and serve customers better. Whatever that business needs is, Web services have the flexibility to meet the demand and allow to accelerate outsourcing. In turn, the developer can focus on building core competencies to create customer and shareholder value. Application development is also more efficient because existing Web services, regardless of where they were developed, can easily be reused.Many of the technology requirements for Web services exist today, such as open standards for business to-business applications, mission-critical transaction platforms and secure integration and messaging products. However, to enable robust and dynamic integration of applications, the industry standards and tools that extend the capabilities of to days business-to-business interoperability are required. The key to taking full advantage of Web services is to understand what Web services are and how the market is likely to evolve. One needs to be able to invest in platforms and applications today that will enable the developer to quickly and effectively realize these benefits as well as to be able to meet the specific needs and increase business productivity.Typically, there are two basic technologies to be implemented when dealing with internet-based applications; namely server-based and client-based. Both technologies have their strong points regarding development of the code and the facilities they provide. Server-based applications involve the development of dynamically created web pages. These pages are transmitted to the web browser of the client and contain code in the form of HTML and JA V ASCRIPT language. The HTML part is the static part of the page that contains forms and controls for user needs and the JA V ASCRIPT part is the dynamic part of the page. Typically, the structure of the code can be completely changed through the intervention of web server mechanisms added on the transmission part and implemented by server-based languages such as ASP, JSP, PHP, etc. This comes to the development of an integrated dynamic page application where user desire regarding problem peculiarities (calculating shortest paths, execute routing algorithms, transact with the database, etc.) is implemented by appropriately invoking different parts of the dynamic content of such pages. In server-based applications all calculations are executed on the server. In client-based applications, JA V A appletsprevail. Communication of the user is guaranteed by the well-known JA V A mechanism that acts as the medium between the user and code.Everything is executed on the client side. Data in this case have to be retrieved, once and this might be the time-consuming part of the transaction.In server-based applications, server resources are used for all calculations and this requires powerful server facilities with respect to hardware and software. Client-based applications are burdened with data transmission (chiefly related to road network data). There is a remedy to that; namely caching. Once loaded, they are left in the cache archives of the web browser to be instantly recalled when needed.In our case, a client-based application was developed. The main reason was the demand from the users point of view for personal data discretion regarding their clients. In fact, this information was kept secret in our system even from the server side involved.Data management plays major role in the good function of our system. This role becomes more substantial when the distribution takes place within a large and detailed road network like this of a major complex city. More specifically, in order to produce the proposed the routing plan, the system uses information about:●the locations of the depot and the customers within the road network of the city(their co-ordinates attached in the map of the city),●the demand of the customers serviced,●the capacity of the vehicles used,●the spatial characteristics of road segments of the net work examined,●the topography of the road network,●the speed of the vehicle, considering the spatial characteristics of the road and thearea within of which is moved,●the synthesis of the company fleet of vehicles.Consequently, the system combines, in real time, the available spatial characteristics with all other information mentioned above, and tools for modelling, spatial, non-spatial, and statistical analysis, image processing forming a scalable, extensible and interoperable application environment.The validation and verification of addresses of customers ensure the accurate estimation of travel times and distances travelled. In the case of boundary in the total route duration, underestimates of travel time may lead to failure of the programmed routing plan whereas overestimates can lower the utilization of drivers and vehicles, and create unproductive wait times as well (Assad, 1991). The data corresponding to the area of interest involved two different details. A more detailed network, appropriately for geocoding (approximately 250,000 links) and a less detailed for routing (about 10,000 links). The two networks overlapped exactly. The tool that provides solutions to problems of effectively determining the shortest path, expressed in terms of travel time or distance travelled, within a specific road network, using the Dijkstra’s algorithm(Winston,1993). In particular, the Dij kstra’s algorithm is used in two cases during the process of developing the routing plan. In the first case, it calculates the travel times between all possible pairs of depot and customers so thatthe optimizer would generate the vehicle routes connecting them and in the second case it determines the shortest path between two involved nodes (depot or customer) in the routing plan, as this was determined by the algorithm previously. Due to the fact, that U-turn and left-,right-turn restrictions were taken into consideration for network junctions, an arc-based variant of the algorithm was taken into consideration (Jiang, Han, & Chen, 2002).The system uses the optimization algorithms mentioned in the following part in order to automatically generate the set of vehicle routes (which vehicles should deliver to which customers and in which order) minimizing simultaneously the vehicle costs and the total distance travelled by the vehicles This process involves activities that tend to be more strategic and less structured than operational procedures. The system helps planners and managers to view information in new way and examine issues such as: ●the average cost per vehicle, and route,●the vehicle and capacity utilization,●the service level and cost,●the modification of the existing routing scenario by adding or subtractingcustomers.In order to support the above activities, the interface of the proposed system provides a variety of analyzed geographic and tabulated data capabilities. Moreover, the system can graphically represent each vehicle route separately, cutting it o? from the final routing plan and offering the user the capability for perceiving the road network and the locations of depot and customers with all details.物流管理系统N. Prindezis，C.T. Kiranoudis化工学院，国立技术大学，15780雅典，希腊收到2003年9月13日，在经修订的形式收到的2003年12月20号，接受2004年1月27日可在线二〇〇四年十二月十日发展基于互联网的应用工具Web服务提供的商业景观的新机会，促进全球市场在业务快速推出创新的产品和客户提供更好的服务。

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。

第三方物流成本的管理外文翻译(适用于毕业论文外文翻译+中英文对照)

The application of third party logistics to implement the Just-In-Time system with minimum cost under a global environmentAbstractThe integration of the Just-In-Time (JIT) system with supply chain management has been attracting more and more attention recently. Within the processes of the JIT system, the upstream manufacturer is required to deliver products using smaller delivery lot sizes, at a higher delivery frequency. For the upstream manufacturer who adopts sea transportation to deliver products, a collaborative third party logistics (3PL) can act as an interface between the upstream manufacturer and the downstream partner so that the products can be delivered globally at a lower cost to meet the JIT needs of the downstream partner. In this study, a quantitative JIT cost model associated with the application of third party logistics is developed to investigate the optimal production lot size and delivery lot size at the minimum total cost. Finally, a Taiwanese optical drive manufacturer is used as an illustrative case study to demonstrate the feasibility and rationality of the model.1. IntroductionWith the globalization of businesses, the on-time delivery of products through the support of a logistics system has become more and more important. Global corporations must constantly investigate their production systems, distribution systems, and logistics strategies to provide the best customer service at the lowest possible cost.Goetschalckx, Vidal, and Dogan (2002)stated that long-range survival for international corporations will be very difficult without a highly optimized, strategic, and tactical global logistics plan. Stadtler (2005) mentions that the activities and processes should be coordinated along a supply chain to capturedecisions in procurement, transportation, production and distribution adequately, and many applications of supply chain management can be found in the literature (e.g. Ha and Krishnan, 2008, Li and Kuo, 2008and Wang and Sang, 2005).Recently, the study of the Just-In-Time (JIT) system under a global environment has attracted more attention in the Personal Computer (PC) related industries because of the tendency towards vertical disintegration. The JIT system can be implemented to achieve numerous goals such as cost reduction, lead-time reduction, quality assurance, and respect for humanity (Monden, 2002). Owing to the short product life cycle of the personal computer industry, downstream companies usually ask their upstream suppliers to execute the JIT system, so that the benefits, like the risk reduction of price loss incurred from inventory, lead times reduction, on-time delivery, delivery reliability, quality improvement, and lowered cost could be obtained (Shin, Collier, & Wilson, 2000). According to the JIT policy, the manufacturer must deliver the right amount of components, at the right time, and to the right place (Kim & Kim, 2002). The downstream assembler usually asks for higher delivery frequency and smaller delivery lot sizes so as to reduce his inventory cost in the JIT system (Kelle, khateeb, & Miller, 2003). However, large volume products are conveyed using sea transportation, using larger delivery lot sizes to reduce transportation cost during transnational transportation. In these circumstances, corporations often choose specialized service providers to outsource their logistics activities for productivity achievement and/or service enhancements (La Londe & Maltz, 1992). The collaboration of third party logistics (3PL) which is globally connected to the upstream manufacturer and the downstream assembler will be a feasible alternative when the products have to be delivered to the downstream assembler through the JIT system. In this study, the interaction between the manufacturer and the 3PL will be discussed to figure out the related decisions such as the optimal production lot size of the manufacturer and the delivery lot size from the manufacturer to the 3PL, based on its contribution towards obtaining the minimum total cost. In addition, the related assumptions and restrictions aredeliberated as well so that the proposed model is implemented successfully. Finally, a Taiwanese PC-related company which practices the JIT system under a global environment is used to illustrate the optimal production lot size and delivery lot size of the proposed cost model.2. Literature reviewThe globalization of the network economy has resulted in a whole new perspective of the traditional JIT system with the fixed quantity-period delivery policy (Khan & Sarker, 2002). The fixed quantity-period delivery policy with smaller quantities and shorter periods is suitable to be executed among those companies that are close to each other. However, it would be hard for the manufacturer to implement the JIT system under a global environment, especially when its products are conveyed by transnational sea transportation globally. Therefore, many corporations are trying to outsource their global logistics activities strategically in order to obtain the numerous benefits such as cost reduction and service improvement. Hertz and Alfredsson (2003) have stated that the 3PL, which involves a firm acting as a middleman not taking title to the products, but to whom logistics activities are outsourced, has been playing a very important role in the global distribution network. Wang and Sang (2005)also mention that a 3PL firm is a professional logistics company profiting by taking charge of a part or the total logistics in the supply chain of a focal enterprise. 3PL also connects the suppliers, manufacturers, and the distributors in supply chains and provide substance movement andlogistics information flow. The core competitive advantage of a 3PL firm comes from its ability to integrate services to help its customers optimize their logistics management strategies, build up and operate their logistics systems, and even manage their whole distribution systems (Wang & Sang, 2005).Zimmer (2001) states that production depends deeply on the on-time delivery of components, which can drastically reduce buffer inventories, when JIT purchasingis implemented. When the manufacturer has to comply with the assembler under the JIT system, the inventories of the manufacturer will be increased to offset the reduction of the assembler’s inventories (David and Chaime, 2003, Khan and Sarker, 2002and Sarker and Parija, 1996).The Economic Order Quantity (EOQ) model is widely used to calculate the optimal lot size to reduce the total cost, which is composed of ordering cost, setup cost, and inventory holding cost for raw materials and manufactured products (David and Chaime, 2003, Kelle et al., 2003, Khan and Sarker, 2002and Sarker and Parija, 1996). However, some issues such as the integration of collaborative 3PL and the restrictions on the delivery lot size by sea transportation are not discussed further in their studies. For the above involved costs, David and Chaime (2003) further discuss a vendor–buyer relationship to include two-sided transportation costs in the JIT system. Koulamas, 1995and Otake et al., 1999 describe that the annual setup cost is equal to the individual setup cost times the total number of orders in a year. McCann, 1996and Tyworth and Zeng, 1998both state that the transportation cost can be affected by freight rate, annual demand, and the products’ weight. Compared to the above studies which assume that the transportation rate is constant per unit, Swenseth and Godfrey (2002)assumed that the transportation rate is constant per shipment, which will result in economies of scale for transportation. Besides, McCann (1996)presented that the total logistics costs are the sum of ordering costs, holding costs, and transportation costs. A Syarif, Yun, and Gen (2002)mention that the cost incurred from a distribution center includes transportation cost and operation cost. Taniguchi, Noritake, Yamada, and Izumitani (1999)states that the costs of pickup/delivery and land-haul trucks should be included in the cost of the distribution center as well.The numerous costs involved will be formulated in different ways when the manufacturer operates the JIT system associated with a collaborative 3PL under a global environment. Kreng and Wang (2005) presented a cost model, which can beimplemented in the JIT system under a global environment, to investigate the most appropriate mode of product delivery strategy. They discussed the adaptability of different transportation means for different kinds of products. In this study, the implementation of sea transportation from the manufacturer to the 3PL provider will be particularized, and the corresponding cost model will also be presented to obtain the minimum total cost, the optimal production lot size, and the optimal delivery lot size from the manufacturer to the 3PL provider. Finally, a Taiwanese company is used for the case study to illustrate and explore the feasibility of the model.3. The formulation of a JIT cost model associated with the 3PLBefore developing the JIT cost model, the symbols and notations used throughout this study are defined below:B3PL’s pickup cost per unit product (amount per unit)Cj3PL’s cost of the j th transportation container type, where j= 1, 2, 3,…,n (amount per year)DP annual demand rate of the product (units per year)Dr annual demand of raw materials (units per year)D customers’ demand at a specific interval (units per shipment)E annual inventory holding cost of 3PL (amount per year)F transportation cost of the j th transportation container type from themanufacturer to the 3PL, where j= 1, 2, 3, …, n (amount per lot)F freight rate from the 3PL provider to the assembler (amount per kilogram)Hp inventory holding cost of a unit of the product (amount per year)Hr inventory holding cost of raw materials per unit (amount per year)Ij average product inventory of the j th transportation container type in the manufacturer, where j= 1, 2, 3, …, n (amount per year)I annual profit margin of 3PL (%)K ordering cost (amount per order)Kj number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is Qj with the j th transportation container type, where j= 1, 2, 3, …, n(kj=Qj/d)M∗ optimal number of shipments that manufacturer delivers with the optimal total costactual number of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nMj number of shipments of the j th transportation container type, where j= 1, 2, 3, …, nnumber of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nN∗ optimal production lot size of the manufacturer (units per lot)optimal production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nj production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nr ordering quantity of raw material (units per order)P production rate of product (units per year)maximum delivery lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)q∗ optimal delivery lot size of the manufacturer (units per lot)qj actual delivery lot size of the j th transportation container type, where j= 1, 2, 3, …,n (units per lot)Rj loading percentage of the j th transportation container type, where j= 1, 2, 3, …,n(Rj=qj/Qj)Rj real number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is qj with the j th transportation container type, where j= 1, 2, 3, …,n(rj=qj/d)S setup cost (amount per setup)W weight of product (kilogram per unit)Λ quantity of raw materials required in producing one unit of a product (units)Tomas and Griffin (1996)considered that a complete supply chain should consist of five participants, including the raw materials supplier, the manufacturer, the assembler, the warehouse operator, and the consumer. This study mainly focuses on the relationships among the manufacturer, the 3PL provider and the assembler within the JIT system under a global environment. In order to achieve the fixed quantity-period JIT delivery policy, which implies that the actual delivery lot size has to be determined by identifying the downstream assembler’s needs instead of the upstream manufact ure’s economical delivery lot size, higher transportation costs with higher delivery frequency are necessary. Since the JIT system are more appropriately executed among those companies that are close to each other, a collaborative 3PL connected the upstream manufacture with the downstream assembler is necessary when the products have to be delivered from the upstream manufacture to the downstream assembler by sea transportation over a long distance. This study proposes a JIT cost model to obtain the optimal production lot size, the actual delivery lot size, the most suitable transportation container type, and the exact number of shipments from the manufacturer to the 3PL provider at the minimum total cost.This study makes assumptions of the JIT system as follows:(1) There is only one assembler and only one manufacturer for each product.(2) The production rate of the manufacturer is uniform, finite, and higher thanthe demand rate of the assembler.(3) There is no shortage and the quality is consistent in both raw materials and products.(4) The demand for products that the assembler receives is fixed and is at regular intervals.(5) Qj is much greater than demand at a regular interval,d.(6) The transportation rates from the manufacturer to the 3PL and from the 3PL to the assembler are computed by the number of shipments and the product’s weight, respectively, and,(7) The space of th e manufacturer’s warehouse is sufficient for keeping all inventories of products that the manufacturer produces.According to the above assumptions from (1), (2), (3)and (4), Fig. 1illustrates the relationships among the manufacturer, the 3PL provider, and the assembler, where the Fig. 1represents the inventory of manufacturer’s raw materials, the inventory of products inside the manufacturer, the inventory of the 3PL provider, and the inventory of the assembler from top to bottom (Kreng & Wang, 2005). This study also adopts the Fig. 1 to demonstrate the collaboration of the 3PL provider which will be an interface connecting the manufacturer and the assembler. During the period T1, the inventory of products with the manufacturer will be increased gradually because the production quantity is larger than the demand quantity. However, during the period T2, the inventory of products will be decreased because the production has been stopped.中文翻译：在全球环境下第三方物流以最小的成本实现了Just-In-Time系统的应用摘要：JUST-IN-TIME（JIT）系统，供应链管理的整合，最近已经吸引了越来越多的关注。

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。

外文翻译--第三方物流企业的作业成本法

本科毕业论文（设计）外文翻译外文出处International Advances in Economic Research,2001,7(1):133-146.外文作者Carles Gríful-Miquela原文：Activity-Based Costing Methodology for Third-Party LogisticsCompaniesThis paper will analyze the main costs that third-party logistics companies are facing and develops an activity-based costing methodology useful for this kind of company. It will examine the most important activities carried out by third-party distributors in both warehousing and transporting activities. However, the focus is mainly on the activity of distributing the product to the final receiver when this final receiver is not the customer of the third-party logistics company.IntroductionIn the last decade, development of third-party logistics companies has been very important. There are several reasons for such development, the most important being the trend to concentrate in the core business by manufacturing companies and new technological advances, In this context, conventional approaches to costing might generate distorted information, This can result in making wrong decisions. When companies realize this potential danger, the use of activity-based costing (ABC) methodologies increases within third-party logistics.Costing Methodology: Definition of the Cost Model and Critique of the Conventional ApproachDefinition of the Cost ModelIt is first necessary to define what a cost model is. This can be done through analysis of the main functions that any cost model should perform [Kaplan and Cooper, 1998]:1) valuation of inventory and measurement of the cost of goods and services sold for financial purposes;2) estimation of the cost of activities, products, services, and customers; and3) provide economic feedback to managers and staff in general about process efficiency.From this definition, a cost model might be analyzed as the tool that companies use in order to have a proper understanding about the cost to run their businesses. One of the purposes of a cost model is to gather and analyze data generated in the company in order to gain useful information for making decisions. Therefore, the usefulness of a cost model may be evaluated depending on its capacity to generate the right information to make the right managerial decisions.Evolution of Cost ModelsThe evolution of cost systems has not been a linear and continuous process [Johnson and Kaplan, 1987]. Indeed, by the 1920s, companies had developed almost all the management accounting procedures that have been used up to the present day. Furthermore, between 1925 and 1980, virtually no new ideas have affected the design and use of cost management systems. The same concepts always appear: break-even analysis, cost-volume-profit analysis, direct costing, and fixed and variable cost estimates. The idea that conventional accounts are only finance oriented and simply describe historical inputs is shared among other authors of costing methodology [Bellis- Jones and Develin, 1995].Problems with Conventional ApproachesAs a result of the described evolution of cost models, the situation at the beginning of the 1980s was that the actual management accounting systems provided few benefits to organizations. Normally, the reported information not only inhibited good decision making by managers, but actually encouraged bad decisions [Johnson and Kaplan, 1987]. The main reason was the use of an obsolete tool in an extremely different and more complex and competitive environment.The main problem that conventional cost models faced was the allocation of overhead by products on the basis of either direct labor or machine hour content in themanufacturing environment. This problem was growing at the same time that direct labor and machine hour contents of many products and services fell, while overhead costs increased. Conventional costing ignores important differences between products and services, markets and customers, which incur different overhead costs. This was the starting point in carefully analyzing the conventional cost models and in criticizing them because of their uselessness in accurately explaining the cost of products. Lately, the fact that the same issues apply to the service sector has been noticed.Traditional methods of cost accounting showed some other weaknesses [Bellis-Jones and Develin, 1995]. That is, companies do not know whether their products or services are profitable and they cannot distinguish profitable from unprofitable customers. In addition, traditional methods focus on the short term at the expense of the long term.A Description of ABC MethodologyThe problems that conventional costing methodologies raised were the main reason for developing a new theoretical approach to this subject. Johnson and Kaplan are considered the inventors of ABC, although they do not use this terminology at the beginning of their studies [Johnson and Kaplan, 1987]. The first time the concept of ABC appears is in a later article [Cooper and Kaplan, 1988]. The analysis of cost and profitability of individual products, services, and customers represents a critical issue that companies were concerned with and one where ABC tries to help. The primary focus was to ask what is important for the organization, and what information is needed for management planning and control functions. Finally, useful information for managerial purposes should not be extracted only from a system designed primarily to satisfy external reporting and auditing requirements (financial information). It is necessary to design systems consistent with the technology of the organization, its product strategy, and its organizational structure.Definition of ABCIn literature there are several definitions of ABC. The definition here shows the ABC philosophy [Hicks, 1992] briefly and clearly:"Activity-based costing is a cost accounting concept based on the premise that products (and/or services) require an organization to perform activities and that those activities require an organization to incur costs. In activity-based costing, systems are designed so that any costs that cannot be attributed directly to a product, flow into the activities that make them necessary. The cost of each activity then flows to the product(s) that make the activity necessary based on their respective consumption of that activity."Main Differences Between Conventional Cost Models and ABCThe most important difference between conventional cost models and ABC is the treatment of non-volume-related overhead costs. The use of direct labor-based overhead allocation methods were appropriate in the past when direct labor was the principal component of manufacturing cost, but not today. In the ABC approach, many overheads are related to specific activities to avoid distortions in product and service costs.Another difference is the treatment of unused capacity. ABC describes resources that are used by activities, but conventional accounts describe resources that are supplied. The difference between the two is excess capacity. If excess capacity is allocated to products, services, or customers, there is risk of a "dead spiral," as defined by Bellis-Jones and Develin [1995]. This means that the company should be aware of which costs their customers really generate and not allocate the excess of capacity to avoid the risk of overpricing its products or services.Advantages and Benefits of the ABC ApproachSeveral authors have described the main advantages and benefits of using ABC [Innes and Mitchell, 1990; Bellis-Jones and Develin, 1995; Malmi, 1997]. The most important are as follows:1) ABC provides more accurate product and service costing, particularly where non- volume-related overheads are significant.2) By using ABC, it is possible to analyze costs by areas of managerial responsibility and customers. ABC helps to recognize the way in which customers directly affect the cost structure of the business and therefore helps to analyzecustomer profitability.3) ABC provides a better understanding of cost behavior as well as identifying the costs of complexity, variety, and change inherent in both the kind of service offered and customer-specific requirements.4) ABC focuses on the activities that add value, which are those activities that create value from the customer's point of view. On the other hand, the company should focus on those non-value-added activities and try to eliminate them, although some of the non-value-added activities are necessary to enable value-adding activities to occur.5) ABC is useful in performing capacity analysis. ABC measures the costs of resources used rather than the costs of resources supplied, the difference being excess capacity. It would be wrong to allocate unused capacity to the customers. To perform this analysis, the use of practical capacity is suggested, which means the capacity reflecting the maximum level at which the organization can operate efficiently.6) ABC reduces uncertainty and provides a more solid basis for strategic decisions. Therefore, the success of ABC might not depend only on the results of the analysis, but on its ability to provide a correct diagnosis of the company's situation. Disadvantages and Problems of the ABC ApproachThe disadvantages extracted from a study based on the answers of several companies after one year of using ABC [Cobb et al., 1992] regarded the amount of work involved, difficulties in collecting accurate data, and the fact that cost management was difficult because several activities cross department boundaries. Additionally, implementation is very time consuming, requiring not only gathering and processing of data, but also interpreting the results. Even though all of the former problems have been overcome with the development of ABC methodology and the increase in using ABC models by companies in different manufacturing and service industries, it is always necessary to be aware of these problems when developing such a model.ABC for LogisticsEven though literature mentions that ABC applies to all types of businessorganizations in the service industry, including warehousing and distribution providers [Hicks, 1992], the author could not specifically find the case of a third-party logistics provider as far as the transport operations are concerned. The main issue is to properly allocate the transport operations costs to the consignors, which are the real customers of the company.4 Furthermore, in the literature about transportation costs [Sussams, 1992], the customer is always the final consignee, and the costs are always an external variable.In recent years and because of the increasing importance of logistics costs within companies, the first studies analyzing the utility of the activity-based approach on logistics were undertaken [Pohlen and LaLonde, 1994; LaLonde and Ginter, 1996; LaLonde and Pohlen, 1996]. The main benefits and difficulties related to the implementation of ABC for logistics departments are almost the same as those described earlier.Analysis of OverheadsThe analysis of overheads is the least obvious and the most complicated to perform. Normally, overheads are related to several activities (or nonactivities), and it is necessary to carry out in-depth studies during long periods of time in order to find out the right links between overheads and products, services, or customers. For this reason, the recommendation is to be as accurate as possible in order to link overheads with consignors, avoiding the traditional approach to link, in the first instance, overheads with activities. This is very important when there is an important lack of time for developing such a costing methodology, despite the fact that this is not a pure ABC approach. The need to cope with overheads appears on both the warehouse and transport side of the model.ConclusionIt is very difficult (and not always recommended) to develop a pure ABC model because the particular characteristics of a single third-party logistics company entailed the use of slightly different ways to allocate several costs in some instances, which a purely ABC approach would not be able to do. Despite this fact, the final model for both sides of the third-party company operations (warehouse and transport operations)has been mainly described by taking ABC analysis into account. Only when ABC does not present an answer to a specific problem should another way be considered to allocate the costs.It is recommended that such a model should be developed by using a spreadsheet because it fulfills the needs of the company, it is a very powerful tool, and it is also very user-friendly. Furthermore, the model developed may be capable of performing what-if analysis in order to simulate actual or potential situations the third-party company might face. These what-if analyses may be used in different ways such as in the analysis of potential consignors, in the requirement of different service levels by the current consignors, and to perform the analysis of structural changes in the third-party logistics company.Finally, note that the costs of the model should not exceed its benefits. In other words, it is necessary to cope with the trade-off between a model that is so simple that it fails toprovide enough information to support the company's decisions and a model that is excessively costly to design, implement, and operate [Brimson, 1991]. This should always be taken into account, trying to achieve a happy medium between simplicity and excessive sophistication.Source: Carles Gríful-Miquela.Activity-based costing methodology for third-party logistics companies[J].International Advances in EconomicResearch,2001,7(1): 133-146.译文：第三方物流企业的作业成本法本文将分析第三方物流企业面临的主要成本问题并开发出适合于这一类企业的成本计算方法。

第三方物流：一个文献综述和研究议程【外文翻译】

外文翻译原文Third party logistics: a literature review and research agendaMaterial Source: Department of Management ScienceAuthor:Konstantinos SelviaridisIntroductionIn recent years there has been a surge of academic interest and publications in the area of third party logistics (3PL). This can be partly explained by the growing trend of outsourcing logistics activities in a wide variety of industrial sectors. The continuing wave of consolidation within the 3PL industry has also resulted in the emergence of large companies that have the capabilities to offer sophisticated logistics solutions on a continental or even global scale. Such logistics service providers (LSPs) strive to assume a more strategic role within the supply chain of clients, expanding their scale and scope of operations.Despite the growing interest in 3PL, the literature on this area appears to be disjointed. Based on an extensive literature review, this paper aims to offer a taxonomy of 3PL studies and point out opportunities for further research. In a previous attempt, summarised the results of their literature survey which also included articles from practitioner journals and the trade press. For the sake of rigour, the present study concentrates only on refereed journal papers published during 1990-2005.Analysis of findingsThe analysis of literature is based on multiple dimensions. Both content- and method-oriented criteria are used. The papers were firstly classified according to their research purpose (descriptive vs normative) and nature (empirical vs conceptual). The results indicate that most 3PL studies (60 per cent) are empirical-descriptive in nature.3PL studies are weakly theorised, with 69 per cent of the papers having no theoretical foundation and simply describing trends in the industry. This confirms others' views that logistics research lacks a theoretical basis. Nonetheless, somework uses theories such as transaction cost economics (TCE) and the resource-based view (RBV) of the firm to explain logistics outsourcing. Relationship marketing approaches, network theory, agency theory, competence theory, channel theory, political economy theory and social exchange theory have also been applied to explain aspects of 3PL relations. However, their use seems to be the exception rather than the rule and most of them are applied on a piecemeal basis, without serving any broader research objective.The level of analysis of 3PL research is also examined. In line with Harland (1996)and Hakansson and Snehota (1995), studies are classified in terms of three levels:1.the firm2. the dyad3.the network.The firm levelThe decision to outsource (or not) logistics activities depends on a multitude of variables, which refer to both internal and external considerations. have identified factors such as centrality of the logistics function, risk and control, cost/service trade-offs, information technologies and relationships with LSPs. The concept of logistics complexity is also introduced to incorporate a number of critical drivers that impact on the above identified factors. Product-related (e.g. special handling needs), process-related (e.g. cycle times) and network-related (e.g. countries served) drivers are believed to have an indirect influence in the outsourcing decision.A variety of benefits and risks in relation to 3PL have been reported in the literature. These can be classified as strategy-, finance- and operations-related. Outsourcing non-strategic activities enables organisations to focus on core competence and exploit external logistical expertise . 3PL providers can also contribute to improved customer satisfaction and provide access to international distribution networks . The most often-cited risks are associated with loss of control over the logistics function and loss of in-house capability and customer contact . However, it is usually the case that shippers employ a mixed strategy regarding logistics and retain important logistics activities (e.g. order management) in-house. While it is reported that users of 3PL enhance their flexibility with regard to market (investments) and demand (volume flexibility) changes, lack of responsiveness to customer needs is also cited as a problem of outsourcing .The review reveals a mismatch between supply and demand for logistics services. Evidence from recent industry surveys indicates that while LSPs expandtheir offerings to include information systems, consulting, contract manufacturing and even purchasing and financial services, there is a low uptake of such services and buyers in general prefer to outsource transport- and warehouse-related functions .Three main frameworks for procurement of logistics services have been identified. compare the purchasing process between commoditised (e-freight exchanges) and advanced logistics services. They find that definition of service requirements appear to be more difficult, criteria for 3PL selection extend far beyond price considerations and contracts are much more detailed when buying advanced logistics solutions.Berglund have identified several factors facilitating the rise of the 3PL market. On the demand side, key drivers include reduction in asset intensity, reduction of labor costs and restructuring of distribution; on the supply side, industry deregulation and declining profit margins in basic services are among the reasons for growth. Some authors have explained how transportation firms developed into 3PL providers by expanding their service offerings to differentiate themselves from competition .In a highly competitive sector cost reduction, market segmentation and service differentiation are the main ways of improving 3PL performance and profits. In addition, environmental changes and the introduction of new technologies have an impact on LSP strategic planning. For example, e-commerce and its implications for logistics operations should be fully understood by 3PL firm s .Both vertical (shipper-LSP) and horizontal (among LSPs) alliances are set up mainly with the aim of getting access to complementary resources and capabilities. In particular, horizontal alliances among LSPs are deemed necessary for the development of cross-border logistics solutions. Some authors though question the effectiveness of Pan-European and global logistics operators and they argue for the existence of local, medium-sized 3PLs that better serve customer needs in foreign markets .The dayd levelExisting literature suggests that the nature of 3PL relationships is a function of service offering composition, contract duration and the client's motivation for outsourcing.There are many examples of partnerships between LSPs and manufacturers/retailers in the logistics literature. It is suggested that such partnerships develop gradually, as the number of outsourced activities increases overtime. Shippers often adopt an “increasing scope” strategy in respect of their relationships with LSPs. According to this practice, buyers are looking for specific solutions at the initial stages of the relationship in order to test the provider's capabilities . However, over time, the scope of the relationship increases and the offering expands to include more value-added and customised solutions .The design and implementation of 3PL relations appears to be problematic. Often-cited difficulties include lack of understanding of client's supply chain needs, lack of adequate expertise in specific products and markets, unrealistic customer expectations, inadequate description of services and service levels, lack of logistics cost awareness by the client and lack of 3PL innovation. In response to such problems the literature focuses on issues such as 3PL selection, contracting, information sharing between client-LSP and performance measurement systems. In relation to service provider choice, the buyer organization should create a comprehensive list of selection criteria that extend beyond price considerations. These issues are now considered in turn.Frequent communications and information sharing between the contracting parties are crucial for effective management of 3PL relations . Information exchange is important even in the pre-contracting period, when the buyer attempts to assess the capabilities of the potential supplier. Communication channels in multiple organizational levels are established in order to cover the strategic as well as operational information needs. In many instances, joint meetings are also established to review the provider's performance and solve any arising problems. More seldom, inter-organisational teams and committees are formed with the aim of facilitating information exchange between contracting parties and/or improving business processes .Whatever their starting point of analysis or theoretical perspective, all frameworks include a relationship evaluation stage. A feedback mechanism is also incorporated in order to adjust the relationship objectives and adapt processes. Some of them do not consider specific 3PL characteristics. Even worse, researchers who apply such frameworks to 3PL relationships do no appear to provide any justification for doing so. These frameworks also suggest, either implicitly or explicitly, that 3PL alliances are a means to achieve competitive advantage, by gaining access to external resources and capabilities .Collaborative 3PL relations can lead to new competence development and innovation, provided that partners openly exchange information and share their knowledge and skills . Organisational learningis thought to be an important quality which facilitates innovation and 3PL service improvement .The network levelCurrent research focuses on dyadic LSP-client interactions. However, the boundary-spanning role of logistics and the importance of customer service for 3PL arrangements are reflected in many studies, which either implicitly or explicitly discuss the client's customer interface, i.e. the treatment extends beyond the dyad to consider larger networks.There are a few studies that explicitly discuss the formation of logistics outsourcing triads.Bask argues that the term 3PL implies a triadic link among suppliers, their customers and LSPs. Larson and Gammelgaard investigate the preconditions, benefits and barriers to the formation of collaborative relations among buyers, sellers and 3PL providers. Carter and Ferrin have illustrated the impact of trilateral collaboration on the reduction of transport costs. Moreover, Gentry has studied the role of carriers in strategic buyer-supplier alliances and concluded that LSPs mainly have operational responsibilities and are not involved in strategic planning of the supplier-customer alliance.Various forms of sub-contracting are also considered in the literature. In particular, the design of 4PL/LLP solutions entails that the LSP acts as a single point of contact within the client's supply chain. The 4PL provider is often regarded as a non asset-based company which makes use of its supply chain design/planning capabilities and IT solutions and acts as a single interface between the client and multiple (asset-based) LSPs (Skjoett-Larsen, 2000). Logistics providers also develop horizontal networks in order to gain access to complementary resources and capabilities.Directions for future research1.Focus on network research.The review has revealed a knowledge gap in relation to the design and implementation of 4PL/LLP contracting arrangements. Existing studies focus on conceptualising 4PL and pointing out its difference from 3PL, without reaching a common definition. Further, empirical research should be directed towards these phenomena, in particular:2.Focus on normative research.Further normative research is needed to provide practitioners with tools and frameworks for decision-making. On this front, two suggestions are offered: Outsourcing decision framework, Selection criteria framework.3.Focus on theory-based researc.hExisting studies that adopt a TCE approach to explain the outsourcing decision focus on asset specificity as their main construct and pay little attention to (or at best take for granted) the actual costs of defining what is to be exchanged, writing contracts and measuring performance. They also fail to include production costs in their analysis. It is suggested that such “mundane” transaction costs can be important in determining the boundaries of the firm, given the prominence of cost-efficiency criteria for logistics outsourcing.4.Focus on empirical research in 3PL design/implementation.More specifically, two suggestions for future research are made: Empirical research should be directed towards contractual practices and the development of performance measurement systems in 3PL.. Given the increasing complexity and uncertainty in the 3PL market, there is a need to re-visit how logistics capabilities and services are defined and designed in specific client-service provider relationships as well as how they are re-packaged and evolve over time.5.Focus on qualitative methods and triangulation.The review has revealed a dominance of survey research in 3PL. Surveys have been particularly useful for identifying trends and practices in the 3PL market (e.g. Lieb series).Concluding remarksIn conclusion, 3PL research is at an exciting stage. In many ways it has followed a typical pattern of development, beginning with relatively simple issues and adopting an essentially descriptive approach. Now that a substantial body of literature exists in the area, it is timely to extend the methods employed and the issues addressed to deal with network phenomena and to progress with more normative considerations. Organisational and technological change, associated with globalisation and ICT developments, mean that 3PL is a sector undergoing constant change, and so there is an excellent opportunity both to study an interesting sector for its own sake, and to use 3PL as a vehicle for the generation of more generic insights into the dynamic behaviour of inter-organisational relationships and networks.译文第三方物流：一个文献综述和研究议程资料来源: 科学管理系杂志作者：康斯坦丁诺简介近年来，一直是学术兴趣和出版物的第三方物流（3PL）面积激增。

外文资料翻译---分析第三方物流的发展

外文资料翻译---分析第三方物流的发展Analysis of Third-Party Logistics DevelopmentLogistics is a term derived from the military's logistics support。

which has been widely used in the economic field since the Second World War。

The Logistics Management n of the United States defines logistics as the process of meeting the XXX the flow and storage of raw materials。

intermediate products。

final products。

and related n.Logistics comprises four key components: real flow。

real storage。

and management to coordinate the flow of n。

The primary n of logistics is to create time and space XXX the distance through storage.Third-party logistics (3PL) is a service provided by an external company to manage the logistics activities of another company。

The development of 3PL has been driven by theincreasing complexity of supply chain management。

物流管理毕业论文(含外文翻译)

摘要随着中国加入WT0，经济全球化和竞争国际化的趋势日益加快，国内外市场的界限逐渐消失，为了适应客户参与国际市场竞争的需要，第三方物流企业所提供的物流服务必须要适应客户的需求。

作为第三方物流企业,三台子物流中心更要加强自身的物流管理,凭借自身优秀的物流管理和物流服务来吸引客户，不断壮大和发展。

本文以三台子物流中心为研究对象，结合物流管理和第三方物流的相关理论，对该物流中心物流管理中包含的运输管理、仓储管理、配送管理、装卸搬运管理、信息处理、客户管理进行全面综合的分析，找出该公司在物流管理方面存在的问题，针对问题进行原因分析，并且提出解决对策，以改善公司物流管理发展滞后的现状。

关键词：物流管理；第三方物流；运输管理AbstractAfter China entering WTO，the trend of economy globalization &competition internationalization speeds up，the boundary between international & domestic market getting faded steadily．It is necessary to provide standard logistics service by the 3rd party logistics company in order to meet the need that the customer will participate the competition in the international market．The third party logistics company is required with higher level and more service by the customer；they shall provide not only tailor-made service but also relevant in tim e service to meet the customer’s JIT production．As a third party logistics company, San Tai ZI logistics center attract customers by its good logistics management and service, getting stronger and developing.Researching on San Tai ZI logistics center ,with the combination of logistics management relevant theory, first of all, the paper makes a comprehensive analysis on the transport management, warehousing management, dispatching management, handing ,information processing and customer management . Secondly it finds out the problems in logistics management, and discusses the reasons. At last, it comes up with the solution to improve the current situation of inadequate development in enterprise logistics management.Keywords: Logistics management; Third-party logistics; Transport management目录引言 (1)1 物流管理相关理论 (2)1.1 物流管理概述 (2)1.1.1 物流的概念及其构成要素 (2)1.1.2 物流管理的涵义和内容 (2)1.1.3 物流管理的目标和原则 (4)1.2 第三方物流概述 (5)1.2.1 第三方物流的概念 (5)1.2. 2 采用第三方物流的好处 (5)2 沈阳一运三台子物流中心物流管理现状 (6)2.1 沈阳一运概况 (6)2.2 沈阳一运三台子物流中心概况 (7)2.3 沈阳一运三台子物流中心物流管理现状 (8)3 沈阳一运三台子物流中心物流管理中存在的问题及原因分析 (11)3.1 运输管理方面 (11)3.1.1 运输中存在不合理形式 (11)3.1.2 运输外包风险控制不严 (11)3.2 仓储管理方面 (12)3.2.1 仓库出现闲置现象 (12)3.2.2 仓储货物未进行储位管理 (12)3.2.3 没有对商品进行分类管理 (12)3.2.4 仓库管理人员素质较低 (12)3.3 装卸搬运方面 (13)3.3.1 装卸搬运工具保管使用不当 (13)3.3.2 对装卸搬运工人管理不善 (13)3.4 配送管理方面 (13)3.4.1 配送订单处理不及时 (13)3.4.2 配送路线未进行规划 (14)3.5 信息管理方面 (14)3.5.1 物流技术应用不够 (14)3.5.2 信息处理系统的建设不完善 (14)3.6客户管理方面 (15)4 沈阳一运三台子物流中心物流管理问题的解决对策 (16)4.1 运输管理方面 (16)4.1.1 合理规划运输方式和路线 (16)4.1.2 加强预防机制降低风险 (16)4.2 仓储管理方面 (17)4.2.1 合理安排闲置仓库 (17)4.2.2 仓储布局与作业合理化 (18)4.2.3 存储货物采取科学管理方法 (19)4.2.4 引进和培养仓储管理人员 (20)4.3 装卸搬运方面 (21)4.3.1 妥善保管和维护装卸搬运工具 (21)4.3.2 加强装卸工人管理 (21)4.4 配送管理方面 (22)4.4.1 建立专业的配送部门 (22)4.4.2 运用科学的方法规划配送路线 (22)4.5 信息管理方面 (22)4.5.1 应用先进的物流技术 (23)4.5.2 优化信息管理系统 (23)4.6 加强客户关系管理 (25)结论 (27)致谢 (28)参考文献 (29)附录A (30)附录B (35)沈阳一运三台子物流中心物流管理问题研究引言由于技术的不断进步和管理的日益改善，制造成本降低的空间不大，现代物流被称为继劳动力、自然资源之后的“第三利润源泉”。

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中英文资料外文翻译文献我国第三方物流中存在的问题、原因及战略选择熊卫【摘要】我国物流业发展刚刚起步，第三方物流的理论和实践等方面都比较薄弱。

本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。

因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。

本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。

2我国第三方物流业存在的主要问题(一)我国策三方物流企业与国外第三方物流企业的差距较大，具体表现在以下几个方面：1、规模经济及资本差距明显。

由于国外的大型第三方物流企业从全球经营的战略出发，其规模和资本优势是毫无疑问的，尤其初创时期的我国策三方物流业，本身的规模就很小，国外巨头雄厚的资本令国内企业相形见绌。

2、我国策三方物流业企业提供的物流服务水准及质量控制远不如国外同行。

当国内一些企业还在把物流理解成“卡车加仓库“的时候，国外的物流企业早已完成了一系列标准化的改造。

同时，国外的物流组织能力非常强大，例如德国一家第三方物流公司，公司各方面的物流专家遍布欧洲各地。

如果有客户的货物需要经达不同的国家，那么欧洲各地的这些专家就在网上设计出一个最佳的物流解决方案。

这种提供解决方案的能力就是这第三方物流公司的核心能力，而不像国内公司号称拥有多少条船，多少辆车。

3、我国加入WTO后物流产业的门槛降低。

在物流服务业方面：我国承诺所有的服务行业，在经过合理过渡期后，取消大部分外国股权限制，不限制外国服务供应商进入目前的市场，不限制所有服务行业的现有市场准入和活动。

同时在辅助分销的服务方面也作出了类似的承诺。

这些方面的限制将在以后3—4年内逐步取消，在此期间，国外的服务供应商可以建立百分之百的全资拥有的分支机构或经营机构，国内物流服务业将直面国际竞争。

(二)资源浪费严重，第三方物流效率不高。

从微观上看，由于受计划经济体制的影响，长期以来许多企业，尤其是国有企业走的是“大而全”、“小而全”的路子，它们拥有自己的仓库、车队、甚至远洋船队，造成物流过程的大量浪费，具体表现为仓库的闲置，物流业经营分散，组织化程度低，横向联合薄弱。

而能够提供一体化、现代化、专业化、准时化、高效服务的第三方物流企业则很少。

从宏观上看第三方物流未能跟上经济发展的步伐形成产业化经营的模式，而仅仅是同交通运输、邮电通讯、商业物资、对外贸易等行业的综合与协作。

(三)缺乏系统性管理，装备标准化程度低。

目前我国大部分第三方物流企业是传统体制下物资流通企业基础上发展起来的，服务内容主要停留在仓储、运输上，缺乏系统性管理，物流的效率低，第三方物流的功能得不到有效发挥。

另外，我国物流部门条块分割，使得物流环节中运输方式与装备标准不统一，流物设施标准不配套，导致第三方物流无效作业的增加，速度降低和成本上升。

(四)第三方物流平台构筑滞后，信息化程度低。

第三方物流配送平台包括实体网络和信息网络，实体网络指物流设施、交通工具、交通枢纽等在地理位置上的合理布局而形成的有形网络；信息网络指第三方物流企业与客户利用信息技术，把各自的信息资源链整合而形成共享的信息资源网络。

我国实体网络的现状是：第三方物流装备水平较低，而且信息网络也缺乏必要的公共物流交流平台。

(五)国内企业的物流管理观念仍然十分落后，极大制约着第三方物流的发展。

例如：有些企业认为库存等信息是商业机密，必须由企业自身来管理，而对将该类企业活动外包出去的管理理念难以接受，往往造成企业自身物流控制管理水平低下，削弱了企业的市场竞争力。

3产生问题的原因分析(一)缺乏现代化物流知识和专业物流管理人才。

这一点是目前制约中国第三方物流业发展的最主要的瓶颈之一。

物流知识，尤其是现代综合的第三方物流知识远未得到普及，只是知道它的主要的业务领域是提供运输和仓储服务，而不知道它是对这些传统业务的新的整合，其业务领域也远过单纯的运输和仓储而成为连接原料、半成品供应、生产过程中物料流动、成品配送的全过程的服务，成为涵盖商流、实物流、资金流、信息流等于系统的综合体系。

(二)未能有效利用现代科技手段。

这种现状极大地制约了第三方物流企业的培育，影响了企业综合竞争实力的提高。

中国加入世贸组织，国内第三方物流企业将面临来自国外的强有力的竞争，国内第三方物流业很难提供低成本、高质量、高效率的服务。

(三)受到传统管理体制的制约。

在传统的条块分割的体制安排下，第三方物流的许多活动被割裂至各个不同部门，如交通运输、邮电通讯、对外贸易、国内贸易等，仅运输业就牵涉到铁道部、交通部等若干部门，部门之间缺乏高效协作，致使运输过程中各运输方式的转动环节耗费大量时间和成本，成为物流过程中的“陷阱”。

此外还有海关管理程序、物资采购等方面的一些规定也影响了物流企业综合服务水平的提高和业务领域的拓展，进而制约了第三方物流产业的快速发展。

4第三方物流企业的战略选择归纳国外几种最新的物流理论，并结合当前国外第三方物流发展实践，第三方物流企业的战略选择可以有以下三种：(一)精益物流战略由于物流理论和实践的滞后，我国大部分第三方物流企业还是粗放式经营，还不能准确定位自己的物流服务。

如果不尽快扭转这一局面，将对我国第三方物流业的发展产生制约作用。

精益物流理论的产生，为我国的第三方物流企业提供了一种新的发展思路，为这些企业在新经济中生存和发展提供了机遇。

精益物流起源于精益制造的概念。

它产生于日本丰田汽车公司在上世纪70年代所独创的“丰田生产系统”，后经美国麻省理工学院教授研究和总结，正式发表在1990年出版的《改变世界的机器)一书中。

精益思想是指运用多种现代管理方法和手段，以社会需求为依据，以充分发挥人的作用为根本，有效配置和合理使用企业资源，最大限度地为企业谋求经济效益的一种新型的经营管理理念。

精益物流则是精益思想在物流管理中的应用，是物流发展中的必然反映。

所谓精益物流是指：通过消除生产和供应过程中的非增值的浪费，以减少备货时间，提高客户满意度。

精益物流的目标在于根据顾客需求，提供顾客满意的物流服务，同时追求把提供物流服务过程中的浪费和延迟降至最低程度，不断提高物流服务过程的增值效益。

精益物流系统的特点在于它是高质量、低成本、不断完善、由顾客需求拉动型的物流系统。

它要求树立顾客第一的思想、准时、准确、快速地传递物流和信息流。

总之，精益物流作为一种全新的管理思想，势必会对我国的第三方物流企业产生深远的影响，它的出现将改变第三方物流企业的粗放式的管理观念，形成第三方物流企业的核心竞争力。

(二)建立中小型第三方物流企业的价值链联盟中小型的第三方物流企业由于本身不能独立提供全程一站式物流服务的缺点，同时由于资产规模小、服务地域不宽使中小型第三方物流企业在我国物流业中处于劣势。

因此对于中小型第三方物流企业来说，从企业自身资源出发，构造各自的核心竞争力才是关键。

由于中小型第三方物流企业功能的单一与不完备，因此建立在各自的核心竞争力基础上构造的物流业务的合作是一种有效弥补企业能力缺陷，构成物流竞争优势的可行方法。

价值链是采用系统方法来考察企业所有活动及其相互作用以及分析获得企业竞争优势的各种资源。

企业的价值活动分为两大类：基本活动和辅助活动。

基本活动是涉及产品的物质创造及销售、转移给买方和售后服务的各种活动。

辅助活动是辅助基本活动并通过提供外购收入、技术、人力资源以及各种职能以相互支持。

运用价值链理论来分析考察第三方物流企业的价值链构成，可以发现，在辅助活动方面，第三方物流企业与一般企业并没有什么不同，而在基本活动方面第三方物流企业有其特点。

第三方物流企业一般不存在商品生产过程，只有流通环节的再加工过程，不占主要环节，广泛的第三方物流企业的基本作业活动因而变成存储、运输、包装、配送、客户服务及市场等环节。

基本作业活动的各环节，由于企业自身资源和能力的有限，不可能在每一个环节中都占有优势，这种在某些价值链环节方面的不足，造成了企业整体物流机能的不完备，缺乏相应的竞争力，使某些具有相对优势的价值链环节也因整体的不足而发挥不出应有的功效。

所以物流产业内的中小型第三方物流企业联盟，应该是建立在彼此之间价值链基础上的互补性合作，充分利用专业性物流公司的专业化物流机能和物流代理企业的组织协调的柔性化综合物流能力的互补性。

对于中小型第三方物流企业来说，应该从企业价值链的优势环节入手，发掘并形成企业的核心竞争力，通过价值链的重构来扬长避短。

(三)大型第三方物流企业的虚拟化战略在IT和互联网飞速发展的时代，企业不能单打独拼，而必须在竞争中求协作，在协作中求发展。

因此，产生于现代条件下的现代大型第三方物流的虚拟化发展有很强的必要性。

大型第三方物流企业的虚拟化是指物流经营人将他人的资源为己“所有”，通过网络，把他人变成自己物流的一部分，借助他人的力量突破有形界限，延伸、实现自身的各种功能，进而扩展自己的能力，增强自己的实力。

所以，物流的虚拟化是以信息技术为连接和协调手段的临时性、动态联盟形式的虚拟物流。

现代综合物流的虚拟化，以电子通讯技术为手段，以客户为中心，以机会为基础，以参与成员的核心能力为条件，以协议目标和任务为共同追求，把不同地区、国家的现有资源迅速组合成一种没有围墙，超越空间约束，靠电子网络手段联系，统一指挥的虚拟经营实体，以最快的速度推出高质量、低成本的物流服务。

现代大型第三方物流的虚拟化包括功能、组织、地域三个方面的虚拟化。

功能虚拟化是第三方物流企业借助IT技术将分布在不同地点、不同企业内承担不同职能的物流资源(信息、人力、物质等资源)组织起来去完成特定的任务，实现社会资源的优化。

组织虚拟化是指物流组织的结构始终是动态调整的，不是固定不变的，而且具有分散化、柔性化、自主管理、扁平的网络结构，自己可根据目标和环境的变化进行再组合，及时反映市场动态。

地域虚拟是指第三方物流企业通过互联网络将全球物流资源连接起来，消除障碍和国家壁垒，使生产管理实现“天涯若比邻”。

外文文献原文部分China's third-party logistics problems, causes and strategic choiceXiong WeiAbstract: China's logistics industry has just started, third-party logistics and other aspects of the theory and practice are relatively weak. The paper points out the problems of the Third Party Logistics is the gap between domestic and international third party logistics, logistics efficiency is not high, the lack of systematic management, and logistics platform to build lag behind the concept of logistics management, and so on. Analyzed the causes of such problems arising and proposed lean logistics, small and medium enterprise value chain alliances third party logistics, large third-party logistics companies such as virtualization strategy choice of three third-party logistics enterprise development strategies.Keywords:Third party logistics;lean logistics strategy;value chain alliances; virtualization strategy1. IntroductionFor a long time, China's domestic enterprises procurement, transportation, warehousing, agents, packaging, processing, distribution and other aspects of control is not strong, in the "Procurement black hole", "Logistics trap" in the waste is difficult to calculate losses. Therefore, third-party logistics research, the overall effectiveness in promoting the improvement of China's economy has a very important theoretical and practical significance. This article attempts to my policy of three logistics problems and analysis of the causes of and propose several possible third-party logistics strategic choice.2 Third party logistics industry in China's major problems(A) The national policy of three logistics companies and foreign big gap betweenthird-party logistics companies, specifically in the following areas:1, economies of scale and capital gap significantly. Because third-party logistics companies large foreign strategic departure from the global business, its advantages of scale and capital is no doubt, especially start-up period of three logistics policy I, its very small size, strong capital that foreign giants China enterprises to shame.2, I state policy of the logistics enterprises provide three logistics service level and quality control rather than foreign counterparts. When some domestic enterprise is still in logistics interpreted as "trucks, add warehouse logistics enterprises abroad already completed a series of standardized transformation. Meanwhile, foreign logistics organizational ability so powerful, Germany, for example, a third-party logistics company, all aspects of logistics experts across all over Europe. If the goods by a customer needs of different countries, so these experts from all over Europe in online design a the best logistics solutions. This provides solutions is the ability that the core competence of third-party logistics companies, unlike domestic companies claim to having many ship, how many car.3, China's accession to WTO, lower the threshold of the logistics industry. The logistics service industry: our commitment to all of the services sector, after a reasonable transition period, to cancel most of the foreign equity limit does not restrict access to foreign service providers the current market, do not restrict all the service sectors and the existing market access activities. The secondary distribution services while also making a similar commitment. These restrictions will be phased out after 3-4 years, during which foreign service providers can create a hundred per cent wholly-owned subsidiaries or business sector, the domestic logistics industry will face international competition.(B) serious waste of resources, third party logistics efficiency is not high. From the microscopic point of view, due to the impact of the planned economy, a long time many enterprises, especially state-owned enterprises to go the "large", "small" route, they have their own warehouse, fleet, and even ocean-going vessels team, resulting in wasting a lot of the logistics process, the specific performance of the idle warehouse, logistics decentralized operation, the low level of organization, transverse joint weak. And to provide integrated, modern, professional, punctual, efficient services to third-party logistics enterprises are verysmall. From a macro point of view of economic development of third-party logistics failed to keep up with the pace of the formation of industrial management model, but only with the transportation, telecommunications, commercial materials, foreign trade and other sectors of the integration and collaboration.(C) the lack of systematic management, equipment standardization is low. Most of the current third-party logistics enterprises in China under the traditional system based on materials circulation enterprises developed, the service mainly stay in the storage, transportation, lack of systematic management, logistics, low efficiency, lack of effective third party logistics functions Play. In addition, the fragmentation of China's logistics sector, making the link in the transportation logistics and equipment standards are not uniform, does not support current standards for physical facilities, resulting in the increase in third-party logistics invalid operation, speed, and reduce costs.(D) third-party logistics platform to build lag, lower degree of information technology. Third-party logistics and distribution platforms, including physical network and information network, physical network refers to the logistics facilities, transportation, transportation hubs in the geographical location of the rational distribution and the formation of physical network; information networks that use third-party logistics business and information technology, Information resources to their chain integration and the formation of a shared network of information resources. The status of physical network are: low levels of third-party logistics and equipment, and information networks also lack the necessary public logistics platform. (E) the concept of logistics management of domestic enterprises is still very backward, which greatly restricts the development of third party logistics. For example: Some companies believe that inventory information is confidential business information must be managed by the enterprises themselves, the class of business activities while outsourcing the management concept difficult to accept, often resulting in control of their own poor management of logistics, business competition in the market weakens Force.3 Causes of problems analysis(A) 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 mostimportant 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 system of systems.(B) fails to effectively use modern technology. This situation has greatly restricted the cultivation of third-party logistics companies, affecting their overall competitive strength increased. China's accession to the WTO, domestic enterprises will face third-party logistics strong competition from abroad, the domestic third-party logistics industry is difficult to provide low-cost, high quality and efficient service.(C) subject to the constraints of traditional management systems. Fragmentation in the traditional institutional arrangements, third party logistics activities have been separated from many different sectors such as transportation, post and telecommunications, foreign trade, domestic trade and only involves the transport industry to the Ministry of Railways, Ministry of Communications, etc. Some departments, the lack of efficient collaboration between departments, resulting in the transport process of rotation of the mode of transport and time-consuming part of the cost of logistics in the process of becoming "trap. " There are also procedures for customs management, material procurement and other aspects of some of the provisions of the logistics enterprises also raise the level of integrated services and business development areas, thus restricting the rapid development of third-party logistics industry.4 The third party logistics enterprise strategic choice Summarized 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:(A)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 notreverse 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 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.(B)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 andmedium 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.(C)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. "。

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