第三方物流问题战略外文翻译文献
第三方物流：一个文献综述和研究议程【外文翻译】
第三方物流：一个文献综述和研究议程【外文翻译】外文翻译原文Third party logistics: a literature review and research agenda Material Source: Department of Management ScienceAuthor:Konstantinos SelviaridisIntroductionIn recent years there has been a surge of academic interest and publications in the area of third party logistics (3PL). This can be partly explained by the growing trend of outsourcing logistics activities in a wide variety of industrial sectors. The continuing wave of consolidation within the 3PL industry has also resulted in the emergence of large companies that have the capabilities to offer sophisticated logistics solutions on a continental or even global scale. Such logistics service providers (LSPs) strive to assume a more strategic role within the supply chain of clients, expanding their scale and scope of operations.Despite the growing interest in 3PL, the literature on this area appears to be disjointed. Based on an extensive literature review, this paper aims to offer a taxonomy of 3PL studies and point out opportunities for further research. In a previous attempt, summarised the results of their literature survey which also included articles from practitioner journals and the trade press. For the sake of rigour, the present study concentrates only on refereed journal papers published during 1990-2005.Analysis of findingsThe analysis of literature is based on multiple dimensions. Both content- and method-oriented criteria are used. The papers were firstly classified according to their research purpose(descriptive vs normative) and nature (empirical vs conceptual). The results indicate that most 3PL studies (60 per cent) are empirical-descriptive in nature.3PL studies are weakly theorised, with 69 per cent of the papers having no theoretical foundation and simply describing trends in the industry. This confirms others' views that logistics research lacks a theoretical basis. Nonetheless, somework uses theories such as transaction cost economics (TCE) and the resource-based view (RBV) of the firm to explain logistics outsourcing. Relationship marketing approaches, network theory, agency theory, competence theory, channel theory, political economy theory and social exchange theory have also been applied to explain aspects of 3PL relations. However, their use seems to be the exception rather than the rule and most of them are applied on a piecemeal basis, without serving any broader research objective.The level of analysis of 3PL research is also examined. In line with Harland (1996)and Hakansson and Snehota (1995), studies are classified in terms of three levels:1.the firm2. the dyad3.the network.The firm levelThe decision to outsource (or not) logistics activities depends on a multitude of variables, which refer to both internal and external considerations. have identified factors such as centrality of the logistics function, risk and control, cost/service trade-offs, information technologies and relationships with LSPs. The concept of logistics complexity is also introduced to incorporate a number of critical drivers that impact on the above identified factors. Product-related (e.g. special handling needs), process-related (e.g. cycle times) and network-related (e.g. countries served) drivers are believed to have an indirect influence in the outsourcing decision.A variety of benefits and risks in relation to 3PL have been reported in the literature. These can be classified as strategy-, finance- and operations-related. Outsourcing non-strategic activities enables organisations to focus on core competence and exploit external logistical expertise . 3PL providers can also contribute to improved customer satisfaction and provide access to international distribution networks . The most often-cited risks are associated with loss of control over the logistics function and loss of in-house capability and customer contact . However, it is usually the case that shippers employ a mixed strategy regarding logistics and retain important logistics activities (e.g. order management) in-house. While it is reported that users of 3PL enhance their flexibility with regard to market (investments) and demand (volume flexibility) changes, lack of responsiveness to customer needs is also cited as a problem of outsourcing .The review reveals a mismatch between supply and demand for logistics services. Evidence from recent industry surveys indicates that while LSPs expandtheir offerings to include information systems, consulting, contract manufacturing and even purchasing and financial services, there is a low uptake of such services and buyers in general prefer to outsource transport- and warehouse-related functions .Three main frameworks for procurement of logistics services have been identified. compare the purchasing process between commoditised (e-freight exchanges) and advanced logistics services. They find that definition of service requirements appearto be more difficult, criteria for 3PL selection extend far beyond price considerations and contracts are much more detailed when buying advanced logistics solutions.Berglund have identified several factors facilitating the rise of the 3PL market. On the demand side, key drivers include reduction in asset intensity, reduction of labor costs and restructuring of distribution; on the supply side, industry deregulation and declining profit margins in basic services are among the reasons for growth. Some authors have explained how transportation firms developed into 3PL providers by expanding their service offerings to differentiate themselves from competition .In a highly competitive sector cost reduction, market segmentation and service differentiation are the main ways of improving 3PL performance and profits. In addition, environmental changes and the introduction of new technologies have an impact on LSP strategic planning. For example, e-commerce and its implications for logistics operations should be fully understood by 3PL firm s .Both vertical (shipper-LSP) and horizontal (among LSPs) alliances are set up mainly with the aim of getting access to complementary resources and capabilities. In particular, horizontal alliances among LSPs are deemed necessary for the development of cross-border logistics solutions. Some authors though question the effectiveness of Pan-European and global logistics operators and they argue for the existence of local, medium-sized 3PLs that better serve customer needs in foreign markets .The dayd levelExisting literature suggests that the nature of 3PLrelationships is a function of service offering composition, contract duration and the client's motivation for outsourcing.There are many examples of partnerships between LSPs and manufacturers/retailers in the logistics literature. It is suggested that such partnerships develop gradually, as the number of outsourced activities increases overtime. Shippers often adopt an “increasing scope” strategy in respect of their relationships with LSPs. According to this practice, buyers are looking for specific solutions at the initial stages of the relationship in order to test the provider's capabilities . However, over time, the scope of the relationship increases and the offering expands to include more value-added and customised solutions .The design and implementation of 3PL relations appears to be problematic. Often-cited difficulties include lack of understanding of client's supply chain needs, lack of adequate expertise in specific products and markets, unrealistic customer expectations, inadequate description of services and service levels, lack of logistics cost awareness by the client and lack of 3PL innovation. In response to such problems the literature focuses on issues such as 3PL selection, contracting, information sharing between client-LSP and performance measurement systems. In relation to service provider choice, the buyer organization should create a comprehensive list of selection criteria that extend beyond price considerations. These issues are now considered in turn.Frequent communications and information sharing between the contracting parties are crucial for effective management of 3PL relations . Information exchange is important even in the pre-contracting period, when the buyer attempts to assess thecapabilities of the potential supplier. Communication channels in multiple organizational levels are established in order to cover the strategic as well as operational information needs. In many instances, joint meetings are also established to review the provider's performance and solve any arising problems. More seldom, inter-organisational teams and committees are formed with the aim of facilitating information exchange between contracting parties and/or improving business processes .Whatever their starting point of analysis or theoretical perspective, all frameworks include a relationship evaluation stage. A feedback mechanism is also incorporated in order to adjust the relationship objectives and adapt processes. Some of them do not consider specific 3PL characteristics. Even worse, researchers who apply such frameworks to 3PL relationships do no appear to provide any justification for doing so. These frameworks also suggest, either implicitly or explicitly, that 3PL alliances are a means to achieve competitive advantage, by gaining access to external resources and capabilities .Collaborative 3PL relations can lead to new competence development and innovation, provided that partners openly exchange information and share their knowledge and skills . Organisational learningis thought to be an important quality which facilitates innovation and 3PL service improvement .The network levelCurrent research focuses on dyadic LSP-client interactions. However, the boundary-spanning role of logistics and the importance of customer service for 3PL arrangements are reflected in many studies, which either implicitly or explicitly discuss the client's customer interface, i.e. the treatment extendsbeyond the dyad to consider larger networks.There are a few studies that explicitly discuss the formation of logistics outsourcing triads.Bask argues that the term 3PL implies a triadic link among suppliers, their customers and LSPs. Larson and Gammelgaard investigate the preconditions, benefits and barriers to the formation of collaborative relations among buyers, sellers and 3PL providers. Carter and Ferrin have illustrated the impact of trilateral collaboration on the reduction of transport costs. Moreover, Gentry has studied the role of carriers in strategic buyer-supplier alliances and concluded that LSPs mainly have operational responsibilities and are not involved in strategic planning of the supplier-customer alliance.Various forms of sub-contracting are also considered in the literature. In particular, the design of 4PL/LLP solutions entails that the LSP acts as a single point of contact within the client's supply chain. The 4PL provider is often regarded as a non asset-based company which makes use of its supply chain design/planning capabilities and IT solutions and acts as a single interface between the client and multiple (asset-based) LSPs (Skjoett-Larsen, 2000). Logistics providers also develop horizontal networks in order to gain access to complementary resources and capabilities.Directions for future research1.Focus on network research.The review has revealed a knowledge gap in relation to the design and implementation of 4PL/LLP contracting arrangements. Existing studies focus on conceptualising 4PL and pointing out its difference from 3PL, without reaching a common definition. Further, empirical research should be directed towards these phenomena, in particular:2.Focus on normative research.Further normative research is needed to provide practitioners with tools and frameworks for decision-making. On this front, two suggestions are offered: Outsourcing decision framework, Selection criteria framework.。
第三方物流外文文献(原文与翻译)
我国第三方物流中存在的问题、原因及战略选择【摘要】我国物流业发展刚刚起步，第三方物流的理论和实践等方面都比较薄弱。
本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。
分析了产生上述问题的原因，并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战略等三种可供选择的第三方物流企业发展战略。
【关键词】第三方物流；精益物流战略；价值链联盟；虚拟化战略1引言长期以来，我国国内企业对采购、运输、仓储、代理、包装、加工、配送等环节控制能力不强，在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。
因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。
本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。
物流的定义在完成商业交易之后,物流将以最低成本和最高效益的方式执行将商品从供应商(卖方)流转到顾客(买方)的过程。
这就是物流的定义。
在物流过程中,既需要诸如物流设施和设备(物流运输工具等)的硬件,也需要对物流实施信息化管理进行物流标准化。
此外,政府和物流组织的支持也不可或缺。
物流的三大主要功能(1)创造时间价值:同种商品因所处时间的不同而有着不同的价值。
在商品流转过程中,往往会处于某种停滞的状态,物流的专业术语就称之为储存。
储存创造了商品的时间价值。
(2)创造场所价值: 同种商品因所处位置的不同而有着不同的价值。
这种因商品流转过程中而产生的附加增值称之为物流的场所价值。
(3) 同配送加工价值:有时,物流活动也能创造配送加工价值,这种物流加工主要改变商品的长度、厚度和包装形态。
物流中经常提到的“分割成更小的部分”就是配送加工中最为常见的形式。
大多数物流加工都能创造商品的附加价值。
2.物流作为新兴的商务领域,经历了从传统物流向现代物流发展的两个阶段。
第三方物流文献综述及外文文献资料
本份文档包含：关于该选题的外文文献、文献综述一、外文文献文献信息标题: Business Logistics Performance Measurement in Third-Party Logistics: An Empirical Analysis of Australian Courier Firms作者: Michael W; Ferry J; Ahmad A出版物名称: International Journal of Business and Information卷: 10;期: 3;页: 323-336 年份: 2015Business Logistics Performance Measurement in Third-Party Logistics: An EmpiricalAnalysis of Australian Courier FirmsABSTRACTThis paper presents an empirically validated measurement model of logistics performance in Australian courier firms. In third-party logistics firms, logistics performance directly influences both internal and external stakeholders/customers. The courier firm is an important model of third-party logistics. In this study, all measures are validated by both academics and practitioners. Empirical data for the study was collected through a web-based survey. A total of 162 responses were used to verify the measurement model of structural equation modeling. Results indicate that the logistics performance measurement has high reliability and validity in the study. This measurement model contributes to the business performance literature. It provides insight to assess logistics performance in the postal/courier industry. In addition, the measures can be generalized for different business management purposes.Keywords: Performance measurement, logistics performance, business logistics, supply chain management, postal/courier industry1. INTRODUCTIONDuring the last couple of decades, the logistics industry has boomed worldwide, and competition in the third-party logistics (3PLs) market is now very intensive. Thelogistics performance of 3PLs is crucial in today's competitive business world. Logistics performance in courier service is critical for customers [Ho, Teik, Tiffany, Kok, and Teh, 2012]. It is important for transport logistics service providers in delivering value to members in the supply chain [Lai, Ngai, and Cheng, 2004]. Especially, 3PLs and transport service providers play a vital role in a supply chain system to deliver goods and information to link the different business partners in a supply chain. Thus, the effect of 3PLs' performance is significant. Furthermore, logistics performance is a success factor for both logistics service providers and their customers [Richard and Rein, 2004], because not only are 3PLs and transport service providers impacted by logistics performance, but also other business stakeholders and/or customers in the same supply chain network may suffer negative impacts of logistics performance.Cohen and Roussel [2005] indicated that performance measurement refers to the indicators of the work performed and the results achieved in an activity, process, or organizational unit. Logistics performance was one of the important factors driving the choice of a 3PLs provider Mentzer and Flint, 1999; Thai, 2013]. In addition, an oft-repeated axiom is: "If you can't measure it, you can't manage it." Performance measurement is fundamental to achieving organizational success [Fawcett and Cooper, 1998]. Therefore, logistics performance measurement plays a vital role in today's business management.The 3PLs provide various services, which include transportation, warehousing, cross-docking, inventory management, packaging, and freight forwarding [Gudehus and Kotzab, 2012]. Between 84% and 90% of companies using 3PL suppliers believe that 3PLs should provide a comprehensive set of offerings [Donlon, 2006]. And, the 3PLs could benefit the companies in various aspects; for example, reduction in cost, reduction in capital investment, and enhanced operational flexibility. A courier company is one of the typical 3PL models in the logistics industry [Cowles, 2012]. Logistics performance in courier service is critical for customer satisfaction [Ho et al., 2012]. Previous studies have found that logistics performance could directly influence customer preferences [Feng et al., 2007; Ho et al., 2012; Mentzer and Flint, 1999;Thai, 2013]. Although less attention has been paid to the logistics performance of courier services, this paper presents an empirically validated measurement model of logistics performance based on the Australian courier industry.2. BACKGROUNDThe earliest record of courier parcel service in Australia can be traced to 1809. Its origin is Australia Post. Postal services were an important feature of Australian life from the early colonial period, being the only means of contact between Australia and Britain for much of the nineteenth century [Post, 2013]. Today, airplanes, ships, trains, trucks, and bicycles have been widely used by couriers to transport customers' messages and parcels. Modern forms of transportation allow parcels to be delivered very quickly over vast distances [Wang, 2011]. These methods are highly efficient and obviously far more reliable than any of the options in the past. The general parcel courier service uses technologies to organize, transport, and even track deliveries. With GPS-style tracking options, customers not only receive parcels quickly, but also can watch the progress of their parcels along the way and get a proof of delivery. Therefore, many information technologies are involved in modern courier service, such as online real-time track and trace technology, which enables customers to monitor their freights from the point of pick-up to the point of delivery.A courier company is a less-than-a-truckload (LTL) third-party logistics (3PL) carrier. One can sort 3PLs into different types, which include freight forwarders, courier companies, and other companies that integrate and offer subcontracted logistics and transportation services [Cowles, 2012]. A courier company is one of the most significant 3PL modules for all types of 3PLs. The operational costs for a carrier have three major components: costs for drivers and vehicles making local pick-ups and deliveries, line haul costs for transporting freight between terminals, and handling costs for sorting and consolidating freight. Handling freight in an LTL terminal is labor-intensive and therefore expensive because workers must quickly sort a variety of freight [Bartholdi and Gue, 2000]. Generally, road and air are the two most popular transport models in the Australian courier industry.Today's courier service is different from a traditional postal service. A large number ofcourier firms, especially the large-scale ones, have begun to offer various services, including inbound freight, freight consolidation, reverse logistics, value-added customer services, distribution, order fulfillment, and outbound freight. Moreover, trends such as globalization, online shopping, and urbanization stimulate demands for courier services [Wang, 2011]. It is important, therefore, to understand and measure courier performance. This study focuses on the performance of delivering express small parcels (normally under 30kg per item) in Australian courier firms; for example, DHL Express, TNT Express, and Toll priority.3. MEASURING LOGISTICS PERFORMANCEFrom the resource-based view (RBV), each firm is a particular bundle of resources and capabilities. Moreover, each firm may have distinct objectives and strategies. Therefore, performance measurement may be different in different companies. In general, performance can be measured in hard (objective) measures and soft (perceptual or responsiveness) measures [Chow, Heaver, and Henriksson, 1994]. Hard measures include raw financial statistics, costs statistics, commissions, and services rendered. In contrast, soft measures include supervisor appraisals and self-perception. Performance analysis is the measurement and comparison of actual levels of achievement of specific objectives [Yang, 2012]. When analyzing system performance, it is difficult to use qualitative evaluations that are vague. However, the chosen numerical performance measure may not adequately describe the system's performance [Benita, 1999]. Hudson, Haas, and Uddin [1997] showed that performance measures are the quantities that capture the level to which the system performed and the results achieved in the process. Performance measures also can be used for other business purposes. Such performance measures have to be identified as the first task in risk analysis [Aven, 2012]. The informative performance measures could help companies to prevent the escalation of, and reduce the consequences of, a hazardous situation [Aven, 2012]. Furthermore, performance measures may prevent and monitor the risks in risk analysis [Aven, 2012].Various indicators and attributes of logistics performance have been discussed in terms of different aspects or purposes. Previously, an aspect such as transportationcost or customer service was measured [Fawcett and Cooper, 1998]. The performance of activity was determined on the basis of costs [Christopher, 1998], whereas a number of empirical studies focused on service and quality [Irene Gil, David Servera, Gloria Berenguer, and María Fuentes, 2008]. Richard and Rein [2004] suggested that logistics performance is a success factor for both logistics service providers and their customers. Although logistics performance measurement has been widely discussed [Chow et al., 1994; Pichet and Shinya, 2008], there are few studies that investigate the logistics performance of courier firms. This paper provides an empirical analysis of courier firms in Australia.There are many distinct ways to measure performance in logistics companies. In the current study, logistics performance measures focus on the transport and freight industry in terms of the nature of being a courier, which is transporting express small packages/parcels from point of origin to point of destination (door-to-door service). The dominating logistics performance variable is on-time delivery [Helena, 2012]. Fawcett and Cooper [1998] identified important logistics performance attributes, including cost, productivity, customer service, and logistics quality. The performance indicators in the research are based on the hierarchy framework for evaluating logistics performance [Pichet and Shinya, 2008]. From Pichet and Shinya [2008] and Helena [2012], we extracted four logistics performance variables (on-time delivery, frequency of damaged freight, frequency of operation disruption, and flexibility). According to the literature review, the measures of logistics performance are drawn and developed from previous studies of logistics and transport industries [Fawcett and Cooper, 1998; Morash, 2001; Najmi and Makui, 2012; Pichet and Shinya, 2008]. The indicators of logistics performance are measured by four aspects: customer service, delivery operations, freight safety, and information accuracy (Table 1).The current study focuses on the actual courier performance of delivering small express parcels/packages, which may influence both courier firms and their customers. The results and generalization may be widely used, however, in the transport and logistics industry.4. METHODOLOGYStructural equation modeling (SEM) comprises two types of measurement scales: formative and reflective. It is important to understand the distinction between the two, because different types of measurement scales may influence the relationships and results in a study [Loehlin, 2004]. In reflective measurement models, variation in the construct causes variation in the item measures, changes in observed variables or indicators of the latent constructs reflect changes in the latent constructs, and the error item in items can be identified. In contrast, in formative measurement models, variation in item measures causes variation in the construct, latent constructs is determined as a combination of its indicators, and the error term cannot be identified if the formative measurement model is estimated in isolation [Churchill, 1979; Coltman, Devinney, Midgley, and Venaik, 2008]. In this study, we used a reflective scale to assess logistics performance.4.1. Instrument DesignMeasurement of the logistics performance of couriers in this study was derived from literature review and observation, and, then to ensure content validity, a pilot study was used to test the questionnaire before conducting a comprehensive survey. In the questionnaire survey, the items are structured and presented on a 7-point Likert scale. Likert-type scales are considered reliable and are recommended for obtaining people's attitudes, values, and perceptions [Miller, 1970]. In the 7-point Likert-type scale used in this study, 1 = "strongly disagree," and 7 = "strongly agree."A multiple-indicator measure of a concept is used to measure logistics performance. The main reason for its use is recognition that there are potential problems with relying on just a single indicator, because one indicator may capture only a portion of the underlying concept or be too general [Bryman and Bell, 2011]. In addition, the SEM requires a minimum number of indictors for a latent variable [Loehlin, 2004]. Multiple-indicator measures may minimize measurement errors and improve the reliability and validity of measures of concepts [Grinnell and Unrau, 2011].A positive feedback was received from our pilot study of the questionnaire, producing suggestions for minor changes. Nine items were finalized to assess logistics performance in Australian courier firms (see Table 3 in section 5.2). The indicators oflogistics performance are validated by both supply chain and logistics academics and practitioners in the Australian courier industry.4.2. Data CollectionIn this study, we consider the sample size for research using the partial least squares approach for structural equation modeling (PLS-SEM) analysis. One of the advantages of the PLS-SEM approach is the smaller sample size compared with other approaches. A questionnaire survey is a major instrument to collect data. In this study, 98 courier companies in Australia were identified and invited to participate. Empirical data was collected through a web-based survey. A total 162 responses were used to verify the measurement model of structural equation modeling. The approximate response rate was about 20%.4.2. Data AnalysisPLS-SEM has become a popular statistical technique in today's business research [Henseler, Ringle, and Sinkovics, 2009]. The IBM SPSS version 21 statistical software package was chosen for the study. This package is widely used for data screening involving data cleaning. Factor analysis involved the initial reliability, validity, and measure of purification in the study.5. RELIABILITY AND V ALIDITY OF RESULTSTo ensure the reliability and validity of the measurement model, a factor analysis is performed for the reflective construct. Reliability is an assessment of the degree of consistency between multiple measurements of a variable [Hair, 2010]. This study applies a reliability coefficient with Cronbach's alpha to test the reliability of the scale. The reliability is demonstrated by Cronbach's alpha greater than 0.7 in SPSS [Hair, 2010].Validity is another important dimension to indicate the degree of accuracy of measurements. Face or content validity was tested in the pilot study. Convergent validity assesses the degree to which two measures of the same concept are correlated [Hair, 2010]. High correlations are required to ensure convergent validity. A value greater than 0.7 is considered a satisfaction level. In contrast, discriminant validity is the degree to which two conceptually similar concepts are distinct [Hair, 2010]. Factoranalysis includes various reliability and validity tests, Cronbach's alpha KMO, Bartlett's test, communalities, and convergent and discriminant validity.5.1. Factor AnalysisExploratory factor analysis (EFA) is used to explore the underlying dimensions of construct. Logistics performance is a reflective multi-item construct. The most widely used method in factor analysis is principal axis factoring (PAF). It is a least-squares estimation of the common factor model. It makes no assumption about the type of error and minimizes the unweighted sum of the squares [unweighted least squares (ULS) or ordinary least squares (OLS)] of the residual matrix [Winter and Dodou, 2012]. Promax is used for the factor rotation method. The detailed testing results can be found in Table 2.Kaiser-Meyer-Olkin (KMO) measures of sampling adequacy and Bartlett's test of sphericity are used to assess the suitability of the respondent data for factor analysis. Interpretive adjectives for the KMO of sampling adequacy include marvelous (> 0.90), meritorious (> 0.80), middling (> 0.70), mediocre (> 0.60), miserable (> 0.50), and unacceptable (below 0.50) [Hair, 2010]. The value of the KMO measure of sampling adequacy for this study is 0.92, which would be labeled as marvelous. Bartlett's test of sphericity plays a vital role for accepting the sample adequacy. A general rule for the Bartlett's test of sphericity must be less than 0.05 [Hair, 2010]. The sig value for this test is 0. Therefore, the validity and suitability of the responses are accepted in this study.Based on Kaiser's criteria (eigenvalue greater than 1), a cumulative percentage of variance of 66.3% and a total of one component having an eigenvalue >1, one factor was extracted for the construct-logistics performance. No item is removed from the logistics performance measurements during the factor analysis. As Table 2 shows, the construct has high reliability and validity.5.1 Item Reliability and ValidityFor reflective indicators, a general rule for item reliability is Cronbach's alpha greater than 0.7 [Hair, Sarstedt, Pieper, and Ringle, 2012]. Cronbach's alpha is a commonly used test of internal reliability. It essentially calculates the average of all possiblesplit-half reliability coefficients [Bryman and Bell, 2011]. The instrument showed good statistical properties as the Cronbach's alpha for logistics performance is 0.93, which is above the threshold of 0.7 (Table 3). Therefore, the reliability of individual items is eligible in the study.In the current study, nearly all loadings are above the threshold of 0.7. In practice, items often have loadings below 0.7. It is common to exclude items only if loadings are below 0.4 [Hair, 2010]. Convergent validity is demonstrated by an average loading greater than 0.7, A VE greater than 0.500, and communalities greater than 0.500 (Hair, 2010). Convergent validity for the reflective items shows that all items load with a significant t value and that the A VE score is 0.66 higher than the threshold of 0.5 (Table 3). Discriminant validity is demonstrated by the square root of the A VE being greater than any of the inter-construct correlations (Hair et al., 2012).In this study, factor analysis is conducted to explore and investigate the nature of the variable - logistics performance in the Australian courier industry. The results demonstrate the reliability and validity of the scale of logistics performance in the Australian courier industry. Factor analysis has become an important tool for both quantitative and qualitative researchers to explore and generate dimensions. In EFA, researchers normally do not have expectations. This would help researchers to develop a theory. In addition, EFA is an important factor analysis approach to reduce a large number of variables into a smaller set of factors. We have used the approach to determine the factor of logistics performance and to develop an empirically supported scale of logistics performance in the Australian courier industry.6. DISCUSSIONWith the rapid development of e-business, couriers have become more and more popular, but there are very few studies on the courier industry. The objective of our study is to verify a measurement model of logistics performance in the 3PLs. In this study, we focus on business logistics performance measurement based on the Australian courier industry. We use factor analysis for measurement model development. Although items are adopted from the literature review, all items are used to assess the logistics performance of courier firm for the first time. This papercontributes to business performance literature. Logistics performance is assessed from four aspects: customer service, delivery operations, freight safety, and information accuracy. A total of 9 items were identified and tested to measure the logistics performance of the 3PLs. The factor analysis revealed one underlying factor of logistics performance in the Australian courier industry. Based on the results of factor analysis, the measurements of logistics performance have a high level of reliability and accuracy.7. CONCLUSIONThe primary contribution of this paper is that we found empirical support for a measurement model of logistics performance in the Australian courier industry. The scale of logistics performance was verified empirically. Our findings can be widely used for further research and/or measurement of logistics performance in the transport and logistics industry. We used IBM SPSS version 21 for data analysis. The results indicated a high level of reliability and validity. During the measurement refinement process, we did not delete any item. In other words, the 9 items were found to well represent the logistics performance of the 3PLs.The current paper provides, for the first time, an empirically validated measurement model of logistics performance for Australian courier firms. The results have important implications for both academics and practitioners. Logistics performance is an important concept in business discipline. Measuring business logistics performance is one of the key tasks in understanding and developing the concept. Our measurement model makes a contribution to the literature. For managers, operating costs may be a problem in many Australian courier firms. From our research, we identified problems relating to delays, customer complaint and damaged/ lost freight. We suggest that the scale could be used to assess logistics performance in other industries. Therefore, an important implication of the study is that future empirical studies should test logistics performance measurement in different countries and/or sectors.Although the results show a high degree of reliability and validity, it must be remembered that the empirical data was collected from Australian courier firms onlyand that any generalization to other countries or sectors should be made with caution. The logistics performance measurement model of structural equation modeling can be used for a structural model. Further research may be conducted to investigate the relationships between logistics performance and other constructs.二、文献综述第三方物流的文献综述摘要第三方物流，英文表达为Third Party Logistics，简称3PL，也简称TPL，是相对“第一方”发货人和“第二方”收货人而言的。
第三方物流外文文献5
Study on the Third Party Logistics Development under the Condition of Electronic Business RapidDevelopmentRongsheng LvSchool of Management Tianjin University of TechnologyTianjin, Chinalvrsheng@Haichao JinSchool of Management Tianjin University of TechnologyTianjin, Chinahaichao146@Abstract—At present, e-commerce which has taken information technology, business technology and management techniques together is at an alarming rate getting into the people's production and life, promoting the pace of economic globalization, trade liberalization and information modernization. However, when the network security technology and certification system have been increasingly sophisticated, the lag of third-party logistics development has been becoming a major obstacle to the development of e-commerce. To solve this problem, writer of this paper first examines the relationship between e-commerce and third-party logistics, through the SWOT analysis of third party logistics development, and then presents the countermeasures of third-party logistics development.Keywords-e-commerce; third party logistics; SWOT analysis;countermeasuresI.I NTRODUCTIONNeither saving raw materials nor raising labor productivity, establishing a highly efficient third party logistics system has become the key of e-commerce enterprises competitive advantage. Whether the operational improvement of third-party logistics system is successful has an extremely important influence on e-commerce. Thus, exploring the third-party logistics development which is appropriate to the current e-commerce rapid development in China has great significance.II.THE RELATIONSHIP OF E-COMMERCE ANDTHIRD-PARTY LOGISTICSA.The Impact of E- commerce on Third-party LogisticsWith the further development of social information, the operation mode of the e-commerce has been widely used among the various enterprises. This trend has played a huge role in promoting the development of the third-party logistics, but also puts forward new demands for the third-party logistics. 1)E-commerce has built up a new market for the third-party logisticsThird-party logistics is the best carrier for the e-commerce transactions. E-commerce applies modern information technology to achieve the whole process of the commodity trading and transaction management using no paper. Nevertheless, that the goods quickly and accurately reached to the users relies on modern logistics. In order to efficiently complete the online transaction, enterprises should get orders, sent goods in a timely manner from the warehouse to the customer hands, be up to date price list, know the billing information and handle the customer orders. The challenge posed by these processes is often difficult for enterprises to bear alone, so most companies will seek support from the third-party logistics companies.2)E-commerce provide a new technology to third-party logisticsThe information technology relating E-commerce infiltrates all-round way into the logistics management fields. It provides a higher information technology and a better channel of communication for third-party logistics. In e-commerce environment, the business process models of third-party logistics enterprise includes: undertaking the logistics business contract from the client companies, getting operational orders, organizing the purchase of goods, warehousing, storage, protecting, out of libraries, transportation and distribution, fund settlement and so on. Enterprises should take full advantage of e-business, organize and plan scientifically, use efficiently network resources, expand markets, improve work efficiency and enhance their core competitiveness, so as to increase economic benefits. Such as: bar-code technology (Bar-Code), electronic data interchange technology (Electronic Data Interchange, EDI), electronic ordering system (Electronic Order System, EOS) and so on. E-commerce has changed the competitive status of third-party logistics [1].3)E-commerce has changed the competition situation of third-party logisticsIn e-commerce, the market competitive advantage will not rely on that enterprises have the amount of material resources, but rather that it can mobilize, coordinate and integrate the number of social resources to enhance their market competitiveness. Therefore, the third-party logistics enterprises' competitiveness relies on information from their union or knowledge alliance. This requires third-party logistics enterprises unite together and form a collaborative state in the2010 International Conference on E-Business and E-Governmentcompetition. A After these, the third-party logistics supply chain could be more efficient, rationalized and systematized.B.Third-party Logistics Could Ensure the Realization of E-commerce1)Third-party logistics ensure the commercial productionWhether it is in traditional trade mode, or in e-commerce, the production always is the root of the circulation of commodities. But production need support of all kinds logistics activities. From raw material procurement to the reusable materials recovery and waste disposal, the entire production process is actually a series of logistics activities. Through reducing costs, optimizing inventory structure, cutting down capital, shortening the production cycle, modern third-party logistics ensure production efficiently. On the contrary, without modern third-party logistics, the production will be difficult to proceed smoothly, and e-commerce will not work on.2)Third-partyLlogistics Services for Business FlowIn the business flow activities, the ownership of goods will be transferred from supply-side to the demand-side when the purchase and sale contracts were signed, while the products have not been moved entirely. In a traditional transaction process, in addition to the non-physical futures exchange, the general flow of commerce must be accompanied by corresponding logistics activities. In the e-commerce, consumers click through the online shop to complete the delivery of commodity ownership, namely, business workflow. But the e-commerce activities are not over. Only when goods and services are really transferred to consumers, business activities will be ended. Throughout the process of e-commerce transactions, third-party logistics actually followed-up business flow. Modern third-party logistics is indispensable for business flow.3)Third-party Logistics is Fundamental Guarantee to Achieve "customer oriented"ConceptThe e-commerce greatly facilitates the consumers. However, the insecurity of online shopping has always been an important reason for the generalization of e-commerce. If there is lack of modern logistics, e-commerce shopping convenience to consumers would equal to zero. Ultimately, consumers will inevitably turn to the more secure way they consider. Currently, in e-commerce transactions, business flow, capital flow and information flow are available to achieve through computer and network communications equipment. Only most of third-party logistics distribute in the traditional way [2]. Thus, a highly efficient third-party logistics system becomes foremost factors which they draw consumers who are interested in e-commerce.III.T HE SWOT ANALYSIS FOR THE DEVELOPMENT OFTHIRD-PARTY LOGISTICS IN E-COMMERCEA.The Strengths (S) and Weaknesses (W) of theDevelopment of Third-party Logistics1)The strengths (S) in e-commerce•Developing third-party logistics can play a specialized division of labor and scale advantages, reduce theenterprises operating costs.•Relative to the enterprises' own logistics system, third party logistics favors the integration and allocation ofresources.•Third party logistics could be better able to promote e-business development. Third-party logistics is moreconducive to the accumulation of logisticsdevelopment fund and well achieve docking with theformer "three" flow.•Developing third party logistics is conducive to the improvement of urban traffic condition.•Developing third party logistics is conducive to reduce the logistics costs of customer enterprise, so thatcustomer enterprises can focus on their core business,and will help them to reduce the operational risks.2)The disadvantages (W) in e-commerce•Developing third party logistics will reduce the customer enterprises' control over their logistics.•Third-party logistics enterprises may not offer some individual logistics services to meet specific customerenterprise's needs.•There may be risks to release the corporate clients' strategic information when the clients make use ofthird party logistics.B.The Opportunities (O) and Challenges (T)of Third PartyLogistics Development1)The opportunities (O) of China's third-party logistics development•As e-commerce developing, increasing competition among enterprises, enterprises need to get rid of thedaily work out of the logistics business to focus effortson developing their own core business, which offers afavorable external environment for rise anddevelopment of third party logistics enterprises.•We can take up many successful third party logistics development experiences from other countries, such asAmerica and Japan.•More and more countries and regions establish trade partnerships with us, which brings a good opportunityto develop their business space for the third-partylogistics enterprises.•China's logistics industry has made significant progress, logistics, which provides a good foundationfor the rapid development of third party logistics.2)The challenges (T) of third party logistics development•Third party logistics market in China as a whole is still very scattered, small and less specialized. Theoperation efficiency of third-party logistics is low andthe operation cost is high. Third-party logisticsenterprises can not take a good satisfactory service forthe customers.•Third-party logistics enterprises are facing strong competition from the foreign logistics enterprises,which gives our country a direct threat to the third-party logistics industry.•The supply of qualified personnel in third-party logistics is not sufficient and third-party logisticmanagement is in low level.IV.T HE COUNTERMEASURES OF DEVELOPING THIRD-PARTYLOGISTICS IN E-COMMERCEBasing on the above SWOT analysis, I believe that, in e-commerce environment, the development countermeasures of third-party logistics are as follows:•The relevant legislation department should accelerate to perfect laws and regulations. The healthydevelopment of third-party logistics and the credencefrom client companies to third-party logisticsenterprises depend on the integrity of relevant laws andregulations. Only in a sound legal and regulatoryenvironment, third-party logistics could be operated asmarket disciplinarian, the main bodies couldconveniently fulfill their obligation and advocate theirown rights, third-party logistics could develophealthily.•Developing third-party logistics, the government must play a overall planning and policy guidance role.Third-party logistics development must be brought intothe nation, provinces and regions developmentplanning. These plans should be rationally distributedand carried out step by step. All provinces and regionsshould coordinate and cooperate each other to improvethe allocation efficiency of social logistics resources.Government should increase policy support to third-party logistics and support large-scale and specializedlogistics enterprise development.•Through the integration of government and market resources, the investment of logistics infrastructurecould be ensured. The normal operation of the softwaresystem is built on perfect hardware. Conversely, ifthere is no ancillary logistics infrastructure, discussingthe development of third-party logistics would be notdifferent from squaring a circle. The construction ofthird-party logistics infrastructure that is seasoned withe-commerce is a prerequisite and important content forthe development of third-party logistics.•The relevant departments should make more perfect logistics industry standards, so that distribution,warehousing, transport, packaging and other aspects ofthird-party logistics become standardized. Thesuccessful conduction of the logistics marketingrequires a set of industry standards as a support.•Third-party logistics enterprises should establish a public information platform for logistics-relatedbusinesses and customers on the internet, so that thetwo sides can interactively communicate. Certainly,this interactive platform can improve the transparencyof market competition. Enterprises can find a suitablethird-party logistics companies as partners and seekcustomers so that the services they provide adapt to themarket need [3].•Third-party logistics enterprises must actively enhance the degree of information technology to achievelogistics informational and networkable. As aprofessional third-party logistics service providers,they should be able to establish and improvecommunication and coordination with businesspartners through management information systemsthrough applying the logistics managementinformation system Basing on the timely developmentof e-commerce, third-party logistics enterprises shouldcarry out technological innovation in order to meet theneeds of e-commerce development.•Increase the intensity of foreign exchange. Send a number of third-party logistics personnel to moredeveloped countries, such as America and Japan, so asto master the more advanced logistics technology andmanagement We can employ foreign experts to carryout technical guidance and teach their successfulmanagement experience.•Cultivate great quantity of high-level logistics professionals. Through various forms of full-time andnon full-time education and training, the whole societymust make efforts to train all kinds of logisticsmanagement and technical personnel. In the UnitedStates, 92% of third-party logistics managers have abachelor's degree, 41% have a master's degree and22% have vocational qualification certificates. Incontrast, we only just start logistics education. Inaddition, professional education, undergraduateeducation, graduate education and qualificationtraining are all still weak and they all need be urgentlyreinforced [4].R EFERENCES[1]Ye Wei. Modern logistics which is adapt to e-commerce develop [J].Management Science Digest, 2004 (10).[2]Ziquan Long. The integration model of third-party logistics and e-commerce [J]. Modern management science, 2006 (12).[3]Li jun Bao, Xiangjing Luan. In e-commerce environment, the pathanalysis about the informatization construction of small and mediumsized logistics enterprises in China [J]. Group Economic Research, 2007. [4]Russell A.Gilmore. Third Party Logistics[J]. Prentice Hall,1998.。
第三方物流系统的战略：一个案例分析用蓝色海洋战略【外文翻译】
第三方物流系统的战略：一个案例分析用蓝色海洋战略【外文翻译】外文翻译原文A strategy for third-party logistics systems: A case analysisusing the blue ocean strategyMaterial Source: The International Journal of Management Science. Author:Changsu Kim，Kyung Hoon Yang，Jaekyung KimHistorically, a dominant business strategy has been competition among companies based on how to gain the largest share of market space. However, intense competition has caused industry to be oversupplied, and increased market share does not always lead to increases in profit. Under the circumstances, a fast follower strategy is hardly effective, and a new growth engine is seldom found. The Blue Ocean strategy is “a consistent pattern of strategic thinking behind the creation of new markets and industries where demand is created rather than fought for and the rule of competition is irrelevant”. Therefore, the Blue Ocean strategy provides companies with guidelines on how to escape from intense competition over the same market space—where there are limited customers with an increasing number of competitors—by creating a new market space where there is less competition if any.Systematic and efficient logistics service has become one of the core support services of e-businesses, and many innovative strategies have been proposed. Globally expanding Internet and e-businesses have brought new business models with less distribution layers resulting in customer-based logistics, Internet-based logistics, logistics for small-batch production, and zero-inventory logistics. Companies who operated their own logistics network began to outsource part or all of their logistics function to the 3PL companies who provided expertise in solutions of logistic systems, transportation, warehousing, freight consolidation, distribution, inventory management, and logistics information systems. Although 3PL itself is a relatively new business model, several researchers have proposed newer business models for 3PL, such as the reverse logistics model and grid computing technology service.CJ-Global Logistics Service (CJ-GLS) is a latecomer in the Korean logisticsindustry, but it entered into the 3PL industry from the start and has the largest client bases in the market. The success of CJ-GLS comes from its market analysis capability, accurate customer requirement analysis, and the constructing capability of its logistics information systems (LIS). Ranked fourth in the Korean logistics industry, CJ-GLS successfully completed the development of ubiquitous LIS based on radio frequency identification (RFID) under the cooperation of ten systems development companies and research teams at three universities in South Korea.By applying the Blue Ocean strategy to analyze CJ-GLS’s business model, this paper provides valuable information on how a company reinforces its competitive advantage from the Red Ocean while it moves toward the Blue Ocean strategy by utilizing information technologies. For this case study, we interviewed the chief executive officer, chief information officer, CJ-GLS logistics strategy research manager, the team manager of the information strategy team, and several line workers in both July andSeptember 2005.The structure of this paper is as follows. In the following section, we describe the case company, including an explanation of CJ-GLS’s information systems and its evolving path to e-business and m-business supporting LIS. In section three, CJ-GLS’s ubiquitous-oriented 3PL LIS, with its fundamental technology, RFID, is explained. Furthermore, we project the forthcoming new business model based on the ubiquitous-oriented 3PL LIS. In the fourth section, we introduce the framework of the analysis, the Blue Ocean strategy, and analyze the case using this framework. Problems and success factors found throughout the implementation of the ubiquitous-oriented 3PL LIS are stated. Finally, we summarize the CJ-GLS’s strategic path and its capabilities in creating an uncontested Blue Ocean with its superb business processes and supporting technological capabilities.Starting its business as a subsidiary of Samsung Corporation in 1988, CJ-GLS adopted a cross-docking system in South Korea for the first time in its industry in 1991, built LIS in 1994, and introduced coastal shipping logistics in 1996. In 1998, the logistics systems and technology subsidiary unit of Samsung Corp. renamed itself CJ-GLS and launched its separation with an initial public offering of stock issued in 1998.The core business units of CJ-GLS are 3PL service and domestic and international small parcel services, which are all based on corporate clients. 3PL service, the largest portion of its business, executes the logistics support for client companies and includes freight consolidation, distribution, transportation, warehousing, product marking, labeling, packing, and order management.Clients of CJ-GLS are twofold: the first group are companies who have their own logistic systems but utilize CJ-GLS’s superb 3PL and international small parcel service capabilities, and the second group are startups without their own logistics systems who utilize 3PL service for B2B logistics service and small parcel services for B2C (Business to Consumer) logistics. Clients are composed of 220 companies from a variety of industries, including pharmaceutical, food, chemical, and e-marketplaces. Some of the international clients of CJ-GLS include Sony, National Panasonic, Lego, Nestle, and Osram Sylvania. Table 1 shows the growth of CJ-GLS’s revenue. It increased from $138.6 mi llion in 2000 to $378 million in 2004, which placed CJ-GLS in the top rank in 3PL service and the fourth rank in small parcel service. Fig. 1 and Table 2 show Korea’s market.Further sophisticated physical space utilization distinguishes the logistics industry from the manufacturing industry, where business operations are executed mainly in headquarters and manufacturing facilities. However, logistics operations are executed in a multidimensional physical space comprised of headquarters, warehouses, carriers, and clients. As the mobility of operation execution becomes an important factor in logistics services, LIS in CJ-GLS has evolved from e-business supporting LIS, to m-business supporting LIS, to the ubiquitous computing-oriented LIS. Fig. 2 shows the progress of CJ-GLS LIS development.CJ-GLS learned a lesson from the failures of other Korean logistics service providers who adapted foreign solutions without thorough fit tests between their business processes and the system. To avoid such mistakes, CJ-GLS followed an in-house development approach for their information systems through itssister company, CJ Systems. The effort to understand field operations reduced the erroneous design causing conflicts between the actual business processes and the information flow, thus leading to an improved quality of IS. Stemming from knowledge of LIS development, CJGLS even commercialized the NELS-Series (a Korean logistics operations solution) and provided consulting services on LIS design and implementation.From its early stage of market entrance, CJ-GLS concentrated on its resources and capabilities in order to increase its competencies in 3PL industry by building business operation systems targeted to 3PL processes. These are composed of order management systems (OMS), warehouse management systems (WMS), and transport management systems (TMS). OMS is constructed based on the businessprocess regarding client’s order management, such as assigning and placing orders into appropriate subsystems. Its main functions are order receipt, order tracking, performance analysis, and the generation of ad hoc reports. Ordered materials are shipped from warehouses and delivered to the client’s agents or distribution centers. Linked to OMS and TMS, the main function of WMS is inventory management through tracking the movements of products, the storing of materials within a warehouse, sharing accurate inventory information with the clients, and directing the movement of goods based on urgency for space, equipment, inventory, and personnel. TMS is connected to and shares information with WMS and OMS for accurate delivery of ordered materials. The main function of TMS is invoice management, freight tracking, and dispatch management.Upon these three information systems, CJ-GLS implementednew e-business support features focusing on increasing business efficiency, reducing business process time, and improving ease of use. First, the storefront, a web-based user interface, was developed to allow clients and other IS users to access the system through the Internet. Delivery routing systems powered by artificial intelligence-supported technology were added to TMS for safe and on time delivery. OMS is connected to the finance and accounting modules of SAP’s enterprise resource planning systems. Data generated from WMS and TMS are analyzed with a data mining technology and applied to customer relationship management (CRM) systems for managing uncertainties such as preorder forecasts and delivery routing adjustments.Although the mobilization of OMS and TMS improved the efficiency of order- and freight-related business processes, the data managed through WMS are less developed as manageable information despite the relatively narrow scope of coverage compared to order management and transport management within all of LIS. The major automation of warehouse management processes is based on a bar code system where warehouse operators check inventories using the bar code readers one by one and information from the readers is sent to WMS. The inefficiency of the bar code-based WMS comes from reading errors, such as redundant or omitted readings, and higher payroll costs for the operators. To improve the warehouse business process and maximize efficiency and synergy from the integration of three LIS subsystems, the information strategy team reengineered the business processes beginning with the inventory in warehouse operations. Their analysis recommended a development and application of RFID technology, whichenables automated total management by unifying theinformation on inventory, storage, and delivery into an attachable RFID chip.Although the mobilization of TMS increases customer satisfaction and efficiency, its coverage is limited to a part of the entire 3PL business process, resulting in low productivity gains as it is solely mobile technology utilization instead of an enterprise-wide business strategy promotion. To continue along a strategic path, there was a pressing demand for an ubiquitous-oriented 3PL system and new technological innovation. The core technology necessary to accomplish promoting the strategy for an ubiquitous computing 3PL system is RFID technology, which remotely recognizes large volumes of inventory and manages inventory information. A collaborative business model was developed to harmonize and coordinate all the business processes. The RFID-based ubiquitous 3PL system was promoted to apply a collaborative business model into the field operation of warehouses and distribution centers.译文第三方物流系统的战略：一个案例分析用蓝色海洋战略资料来源: 管理科学国际学报作者：Changsu Kim, Kyung Hoon Yang, Jaekyung Kim 历史上，一个占主导地位的经营策略已经变成了以如何获得份额的市场空间的企业间的竞争。
第三方物流成本中英文对照外文翻译文献
中英文对照外文翻译The application of third party logistics to implement theJust-In-Time system with minimum cost under a global environmentAbstractThe integration of the Just-In-Time (JIT) system with supply chain management has been attracting more and more attention recently. Within the processes of the JIT system, the upstream manufacturer is required to deliver products using smaller delivery lot sizes, at a higher delivery frequency. For the upstream manufacturer who adopts sea transportation to deliver products, a collaborative third party logistics (3PL) can act as an interface between the upstream manufacturer and the downstream partner so that the products can be delivered globally at a lower cost to meet the JIT needs of the downstream partner. In this study, a quantitative JIT cost modelassociated with the application of third party logistics is developed to investigate the optimal production lot size and delivery lot size at the minimum total cost. Finally, a Taiwanese optical drive manufacturer is used as an illustrative case study to demonstrate the feasibility and rationality of the model.1. IntroductionWith the globalization of businesses, the on-time delivery of products through the support of a logistics system has become more and more important. Global corporations must constantly investigate their production systems, distribution systems, and logistics strategies to provide the best customer service at the lowest possible cost.Goetschalckx, Vidal, and Dogan (2002) stated that long-range survival for international corporations will be very difficult without a highly optimized, strategic, and tactical global logistics plan. Stadtler (2005) mentions that the activities and processes should be coordinated along a supply chain to capture decisions in procurement, transportation, production and distribution adequately, and many applications of supplychain management can be found in the literature (e.g. Ha and Krishnan, 2008, Li and Kuo, 2008 and Wang and Sang, 2005). Recently, the study of the Just-In-Time (JIT) system under a global environment has attracted more attention in the Personal Computer (PC) related industries because of the tendency towards vertical disintegration. The JIT system can be implemented to achieve numerous goals such as cost reduction, lead-time reduction, quality assurance, and respect for humanity (Monden, 2002). Owing to the short product life cycle of the personal computer industry, downstream companies usually ask their upstream suppliers to execute the JIT system, so that the benefits, like the risk reduction of price loss incurred from inventory, lead times reduction, on-time delivery, delivery reliability, quality improvement, and lowered cost could be obtained (Shin, Collier, & Wilson, 2000). According to the JIT policy, the manufacturer must deliver the right amount of components, at the right time, and to the right place (Kim & Kim, 2002). The downstream assembler usually asks for higher delivery frequency and smaller delivery lot sizes so as to reduce his inventory cost in the JIT system (Kelle, khateeb, & Miller, 2003). However, large volume products are conveyed using sea transportation, using larger delivery lotsizes to reduce transportation cost during transnational transportation. In these circumstances, corporations often choose specialized service providers to outsource their logistics activities for productivity achievement and/or service enhancements (La Londe & Maltz, 1992). The collaboration of third party logistics (3PL) which is globally connected to the upstream manufacturer and the downstream assembler will be a feasible alternative when the products have to be delivered to the downstream assembler through the JIT system. In this study, the interaction between the manufacturer and the 3PL will be discussed to figure out the related decisions such as the optimal production lot size of the manufacturer and the delivery lot size from the manufacturer to the 3PL, based on its contribution towards obtaining the minimum total cost. In addition, the related assumptions and restrictions are deliberated as well so that the proposed model is implemented successfully. Finally, a Taiwanese PC-related company which practices the JIT system under a global environment is used to illustrate the optimal production lot size and delivery lot size of the proposed cost model.2. Literature reviewThe globalization of the network economy has resulted in a whole new perspective of the traditional JIT system with the fixed quantity-period delivery policy (Khan & Sarker, 2002). The fixed quantity-period delivery policy with smaller quantities and shorter periods is suitable to be executed among those companies that are close to each other. However, it would be hard for the manufacturer to implement the JIT system under a global environment, especially when its products are conveyed by transnational sea transportation globally. Therefore, many corporations are trying to outsource their global logistics activities strategically in order to obtain the numerous benefits such as cost reduction and service improvement. Hertz and Alfredsson (2003) have stated that the 3PL, which involves a firm acting as a middleman not taking title to the products, but to whom logistics activities are outsourced, has been playing a very important role in the global distribution network. Wang and Sang (2005) also mention that a 3PL firm is a professional logistics company profiting by taking charge of a part or the total logistics in the supply chain of a focal enterprise. 3PL also connects the suppliers, manufacturers, and the distributors in supply chains and provide substance movement andlogistics information flow. The core competitive advantage of a 3PL firm comes from its ability to integrate services to help its customers optimize their logistics management strategies, build up and operate their logistics systems, and even manage their whole distribution systems (Wang & Sang, 2005). Zimmer (2001) states that production depends deeply on the on-time delivery of components, which can drastically reduce buffer inventories, when JIT purchasing is implemented. When the manufacturer has to comply with the assembler under the JIT system, the inventories of the manufacturer will be increased to offset the reduction of the assembler’s inventories (David and Chaime, 2003, Khan and Sarker, 2002 and Sarker and Parija, 1996).The Economic Order Quantity (EOQ) model is widely used to calculate the optimal lot size to reduce the total cost, which is composed of ordering cost, setup cost, and inventory holding cost for raw materials and manufactured products (David and Chaime, 2003, Kelle et al., 2003, Khan and Sarker, 2002 and Sarker and Parija, 1996). However, some issues such as the integration of collaborative 3PL and the restrictions on the delivery lot size by sea transportation are not discussedfurther in their studies. For the above involved costs, David and Chaime (2003) further discuss a vendor–buyer relationship to include two-sided transportation costs in the JIT system. Koulamas, 1995 and Otake et al., 1999 describe that the annual setup cost is equal to the individual setup cost times the total number of orders in a year. McCann, 1996 and Tyworth and Zeng, 1998 both state that the transportation cost can be affected by freight rate, annual demand, and the products’ weight. Compared to the above studies which assume that the transportation rate is constant per unit, Swenseth and Godfrey (2002) assumed that the transportation rate is constant per shipment, which will result in economies of scale for transportation. Besides, McCann (1996) presented that the total logistics costs are the sum of ordering costs, holding costs, and transportation costs. A Syarif, Yun, and Gen (2002) mention that the cost incurred from a distribution center includes transportation cost and operation cost. Taniguchi, Noritake, Yamada, and Izumitani (1999) states that the costs of pickup/delivery and land-haul trucks should be included in the cost of the distribution center as well. The numerous costs involved will be formulated in different ways when the manufacturer operates the JIT system associatedwith a collaborative 3PL under a global environment. Kreng and Wang (2005) presented a cost model, which can be implemented in the JIT system under a global environment, to investigate the most appropriate mode of product delivery strategy. They discussed the adaptability of different transportation means for different kinds of products. In this study, the implementation of sea transportation from the manufacturer to the 3PL provider will be particularized, and the corresponding cost model will also be presented to obtain the minimum total cost, the optimal production lot size, and the optimal delivery lot size from the manufacturer to the 3PL provider. Finally, a Taiwanese company is used for the case study to illustrate and explore the feasibility of the model.3. The formulation of a JIT cost model associated with the 3PL Before developing the JIT cost model, the symbols and notations used throughout this study are defined below:B3PL’s pickup cost per unit product (amount per unit)Cj3PL’s cost of the j th transportation container type, where j= 1, 2, 3,…,n (amount per year)DP annual demand rate of the product (units per year)Dr annual demand of raw materials (units per year)D customers’ demand at a specific interval (units per shipment)E annual inventory holding cost of 3PL (amount per year)F transportation cost of the j th transportation containertype from the manufacturer to the 3PL, where j= 1, 2, 3, …, n (amount per lot)F freight rate from the 3PL provider to the assembler (amount per kilogram)Hp inventory holding cost of a unit of the product (amount per year)Hr inventory holding cost of raw materials per unit (amount per year)Ij average product inventory of the j th transportation container type in the manufacturer, where j= 1, 2,3, …, n (amount per year)I annual profit margin of 3PL (%)K ordering cost (amount per order)Kj number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is Qj with the j th transportation container type, where j= 1, 2, 3, …, n(kj=Qj/d)M∗ optimal number of shipments that manufacturer delivers with the optimal total costactual number of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nMj number of shipments of the j th transportation container type, where j= 1, 2, 3, …, nnumber of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nN∗ optimal production lot size of the manufacturer (units per lot)optimal production lot size of the j th transportation container type, where j= 1, 2, 3, …, n(units per lot)Nj production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nr ordering quantity of raw material (units per order)P production rate of product (units per year)maximum delivery lot size of the j th transportation container type, where j= 1, 2, 3, …, n(units per lot)q∗ optimal delivery lot size of the manufacturer (units per lot)qj actual delivery lot size of the j th transportation container type, where j= 1, 2, 3, …,n (units per lot)Rj loading percentage of the j th transportation container type, where j= 1, 2, 3, …,n(Rj=qj/Qj)Rj real number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is qj with the j th transportation container type, where j= 1, 2, 3, …,n(rj=qj/d)S setup cost (amount per setup)W weight of product (kilogram per unit)Λ quantity of raw materials required in producing one unit of a product (units)Tomas and Griffin (1996) considered that a complete supply chain should consist of five participants, including the raw materials supplier, the manufacturer, the assembler, the warehouse operator, and the consumer. This study mainly focuses on the relationships among the manufacturer, the 3PL provider and the assembler within the JIT system under a global environment. In order to achieve the fixed quantity-period JIT delivery policy, which implies that the actual delivery lot size has to be determined by identifying the downstream assembler’s needs instead of the upstream manufacture’s economical delivery lot size, higher transportation costs with higher delivery frequency are necessary. Since the JIT system are more appropriately executed among those companies that are close to each other, a collaborative 3PL connected the upstream manufacture with the downstream assembler is necessary when the products have to be delivered from the upstream manufacture to the downstream assembler by sea transportation over a long distance. This study proposes a JIT cost model to obtain the optimal production lot size, the actual delivery lot size, the most suitable transportation container type, and the exact number of shipments from the manufacturer to the 3PL provider at the minimum total cost.This study makes assumptions of the JIT system as follows: (1) There is only one assembler and only one manufacturer for each product.(2) The production rate of the manufacturer is uniform,finite, and higher than the demand rate of the assembler.(3) There is no shortage and the quality is consistent in both raw materials and products.(4) The demand for products that the assembler receives is fixed and is at regular intervals.(5) Qj is much greater than demand at a regular interval,d.(6) The transportation rates from the manufacturer to the 3PL and from the 3PL to the assembler are computed by the number of shipments and the product’s weight, respectively, and, (7) The space of the manufacturer’s warehouse is sufficient for keeping all inventories of products that the manufacturer produces.According to the above assumptions from (1), (2), (3) and (4), Fig. 1 illustrates the relationships among the manufacturer, the 3PL provider, and the assembler, where the Fig. 1 represents the inventory of manufacturer’s raw materials, the inventoryof products inside the manufacturer, the inventory of the 3PL provider, and the inventory of the assembler from top to bottom (Kreng & Wang, 2005). This study also adopts the Fig. 1 to demonstrate the collaboration of the 3PL provider which will be an interface connecting the manufacturer and the assembler. During the period T1, the inventory of products with the manufacturer will be increased gradually because the production quantity is larger than the demand quantity. However, during the period T2, the inventory of products will be decreased because the production has been stopped.中文翻译：在全球环境下第三方物流以最小的成本实现了Just-In-Time系统的应用摘要：JUST-IN-TIME（JIT）系统，供应链管理的整合，最近已经吸引了越来越多的关注。
第三方物流外文文献6
Abstract—With the rapid economic development, the logistics industry plays an increasing important role in China. But China's logistics enterprises lack of apparent core competitiveness. Compared with some advanced countries. through identifying and quantifying competitive factors, logistics enterprises can understand their core capability, and thus can provide higher level customer services. The study takes competitive factors of logistics enterprises as targets, identifying and quantifying the key competitive factors of third party logistics in Zhejiang of China based on Principal Component Analysis (PCA). Moreover, the study put forward focal competitive points and developing methods of third party logistics in different stages, and these findings will be useful to the development of third party logistics. The results may be have some reference for some logistics enterprises.
第三方物流系统的战略：一个案例分析用蓝色海洋战略【外文翻译】
外文翻译原文A strategy for third-party logistics systems: A case analysisusing the blue ocean strategyMaterial Source: The International Journal of Management Science. Author:Changsu Kim，Kyung Hoon Yang，Jaekyung KimHistorically, a dominant business strategy has been competition among companies based on how to gain the largest share of market space. However, intense competition has caused industry to be oversupplied, and increased market share does not always lead to increases in profit. Under the circumstances, a fast follower strategy is hardly effective, and a new growth engine is seldom found. The Blue Ocean strategy is “a consistent pattern of strategic thinking behind the creation of new markets and industries where demand is created rather than fought for and the rule of competition is irrelevant”. Therefore, the Blue Ocean strategy provides companies with guidelines on how to escape from intense competition over the same market space—where there are limited customers with an increasing number of competitors—by creating a new market space where there is less competition if any.Systematic and efficient logistics service has become one of the core support services of e-businesses, and many innovative strategies have been proposed. Globally expanding Internet and e-businesses have brought new business models with less distribution layers resulting in customer-based logistics, Internet-based logistics, logistics for small-batch production, and zero-inventory logistics. Companies who operated their own logistics network began to outsource part or all of their logistics function to the 3PL companies who provided expertise in solutions of logistic systems, transportation, warehousing, freight consolidation, distribution, inventory management, and logistics information systems. Although 3PL itself is a relatively new business model, several researchers have proposed newer business models for 3PL, such as the reverse logistics model and grid computing technology service.CJ-Global Logistics Service (CJ-GLS) is a latecomer in the Korean logisticsindustry, but it entered into the 3PL industry from the start and has the largest client bases in the market. The success of CJ-GLS comes from its market analysis capability, accurate customer requirement analysis, and the constructing capability of its logistics information systems (LIS). Ranked fourth in the Korean logistics industry, CJ-GLS successfully completed the development of ubiquitous LIS based on radio frequency identification (RFID) under the cooperation of ten systems development companies and research teams at three universities in South Korea.By applying the Blue Ocean strategy to analyze CJ-GLS’s business model, this paper provides valuable information on how a company reinforces its competitive advantage from the Red Ocean while it moves toward the Blue Ocean strategy by utilizing information technologies. For this case study, we interviewed the chief executive officer, chief information officer, CJ-GLS logistics strategy research manager, the team manager of the information strategy team, and several line workers in both July and September 2005.The structure of this paper is as follows. In the following section, we describe the case company, including an explanation of CJ-GLS’s information systems and its evolving path to e-business and m-business supporting LIS. In section three, CJ-GLS’s ubiquitous-oriented 3PL LIS, with its fundamental technology, RFID, is explained. Furthermore, we project the forthcoming new business model based on the ubiquitous-oriented 3PL LIS. In the fourth section, we introduce the framework of the analysis, the Blue Ocean strategy, and analyze the case using this framework. Problems and success factors found throughout the implementation of the ubiquitous-oriented 3PL LIS are stated. Finally, we summarize the CJ-GLS’s strategic path and its capabilities in creating an uncontested Blue Ocean with its superb business processes and supporting technological capabilities.Starting its business as a subsidiary of Samsung Corporation in 1988, CJ-GLS adopted a cross-docking system in South Korea for the first time in its industry in 1991, built LIS in 1994, and introduced coastal shipping logistics in 1996. In 1998, the logistics systems and technology subsidiary unit of Samsung Corp. renamed itself CJ-GLS and launched its separation with an initial public offering of stock issued in 1998.The core business units of CJ-GLS are 3PL service and domestic and international small parcel services, which are all based on corporate clients. 3PL service, the largest portion of its business, executes the logistics support for client companies and includes freight consolidation, distribution, transportation,warehousing, product marking, labeling, packing, and order management.Clients of CJ-GLS are twofold: the first group are companies who have their own logistic systems but utilize CJ-GLS’s superb 3PL and international small parcel service capabilities, and the second group are startups without their own logistics systems who utilize 3PL service for B2B logistics service and small parcel services for B2C (Business to Consumer) logistics. Clients are composed of 220 companies from a variety of industries, including pharmaceutical, food, chemical, and e-marketplaces. Some of the international clients of CJ-GLS include Sony, National Panasonic, Lego, Nestle, and Osram Sylvania. Table 1 shows the growth of CJ-GLS’s revenue. It increased from $138.6 million in 2000 to $378 million in 2004, which placed CJ-GLS in the top rank in 3PL service and the fourth rank in small parcel service. Fig. 1 and Table 2 show Korea’s market.Further sophisticated physical space utilization distinguishes the logistics industry from the manufacturing industry, where business operations are executed mainly in headquarters and manufacturing facilities. However, logistics operations are executed in a multidimensional physical space comprised of headquarters, warehouses, carriers, and clients. As the mobility of operation execution becomes an important factor in logistics services, LIS in CJ-GLS has evolved from e-business supporting LIS, to m-business supporting LIS, to the ubiquitous computing-oriented LIS. Fig. 2 shows the progress of CJ-GLS LIS development.CJ-GLS learned a lesson from the failures of other Korean logistics service providers who adapted foreign solutions without thorough fit tests between their business processes and the system. To avoid such mistakes, CJ-GLS followed an in-house development approach for their information systems through its sister company, CJ Systems. The effort to understand field operations reduced the erroneous design causing conflicts between the actual business processes and the information flow, thus leading to an improved quality of IS. Stemming from knowledge of LIS development, CJGLS even commercialized the NELS-Series (a Korean logistics operations solution) and provided consulting services on LIS design and implementation.From its early stage of market entrance, CJ-GLS concentrated on its resources and capabilities in order to increase its competencies in 3PL industry by building business operation systems targeted to 3PL processes. These are composed of order management systems (OMS), warehouse management systems (WMS), and transport management systems (TMS). OMS is constructed based on the businessprocess regarding client’s order management, such as assigning and placing orders into appropriate subsystems. Its main functions are order receipt, order tracking, performance analysis, and the generation of ad hoc reports. Ordered materials are shipped from warehouses and delivered to the client’s agents or distribution centers. Linked to OMS and TMS, the main function of WMS is inventory management through tracking the movements of products, the storing of materials within a warehouse, sharing accurate inventory information with the clients, and directing the movement of goods based on urgency for space, equipment, inventory, and personnel. TMS is connected to and shares information with WMS and OMS for accurate delivery of ordered materials. The main function of TMS is invoice management, freight tracking, and dispatch management.Upon these three information systems, CJ-GLS implemented new e-business support features focusing on increasing business efficiency, reducing business process time, and improving ease of use. First, the storefront, a web-based user interface, was developed to allow clients and other IS users to access the system through the Internet. Delivery routing systems powered by artificial intelligence-supported technology were added to TMS for safe and on time delivery. OMS is connected to the finance and accounting modules of SAP’s enterprise resource planning systems. Data generated from WMS and TMS are analyzed with a data mining technology and applied to customer relationship management (CRM) systems for managing uncertainties such as preorder forecasts and delivery routing adjustments.Although the mobilization of OMS and TMS improved the efficiency of order- and freight-related business processes, the data managed through WMS are less developed as manageable information despite the relatively narrow scope of coverage compared to order management and transport management within all of LIS. The major automation of warehouse management processes is based on a bar code system where warehouse operators check inventories using the bar code readers one by one and information from the readers is sent to WMS. The inefficiency of the bar code-based WMS comes from reading errors, such as redundant or omitted readings, and higher payroll costs for the operators. To improve the warehouse business process and maximize efficiency and synergy from the integration of three LIS subsystems, the information strategy team reengineered the business processes beginning with the inventory in warehouse operations. Their analysis recommended a development and application of RFID technology, whichenables automated total management by unifying the information on inventory, storage, and delivery into an attachable RFID chip.Although the mobilization of TMS increases customer satisfaction and efficiency, its coverage is limited to a part of the entire 3PL business process, resulting in low productivity gains as it is solely mobile technology utilization instead of an enterprise-wide business strategy promotion. To continue along a strategic path, there was a pressing demand for an ubiquitous-oriented 3PL system and new technological innovation. The core technology necessary to accomplish promoting the strategy for an ubiquitous computing 3PL system is RFID technology, which remotely recognizes large volumes of inventory and manages inventory information. A collaborative business model was developed to harmonize and coordinate all the business processes. The RFID-based ubiquitous 3PL system was promoted to apply a collaborative business model into the field operation of warehouses and distribution centers.译文第三方物流系统的战略：一个案例分析用蓝色海洋战略资料来源: 管理科学国际学报作者：Changsu Kim, Kyung Hoon Yang, Jaekyung Kim 历史上，一个占主导地位的经营策略已经变成了以如何获得份额的市场空间的企业间的竞争。
(完整word版)物流外文文献翻译
外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in: 1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their coreenergy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics management The purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price atthe right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems in While third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in thecompetition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies. 4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development ofenterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。
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。
第三方物流英语论文
附录1：英语3PL primer for business successWhat is 3PL?More and more organizations worldwide want to develop products for global markets. At the same time , they need to sourcematerials globally to be competitive. One of today’s trends to solve thisproblem 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 aspect is that companies-manufacturers,retailer,wholesalers, and distributors-are turning over parts of their supply chain to firms thathave their roots as commodity service providers. Firms that know ocean shipping,forwarding, warehousing, or trucking are now handling and, in some cases, managingbroad domestic and international logistics activities.3PLs, regardless of how experienced in outsourcing, face common challenges to prime their market and keep it primed. These include:Define yourself. How do you see yourself and your company? This is an important question. It frames who you are and how you present and position yourself in the market.Are you an ocean carrier with a 3PL service option? Are you a warehouse with a 3PLservice? Or are you a logistics service provider with a strong shipping, transport,warehouse or forwarding capability? There is substantial difference between these twoviews, a difference that affects how you position yourself and how you are perceived inthe market.g the same or similar activities better than competitors. Management tools--such as benchmarking, partnering,reengineering and change management, for example--are means that let companiesreduce costs and achieve performance improvements. They are necessary to sustainingcompetitiveness. But they can also be temporary achievements, as competitors work tomimic programs that work.Strategy is how you differentiate your company in the marketplace. It is what makes you unique and separates you from the competition. Positioning can reflect thecustomers you target, the type of service you provide or a blend of customers and service.For example, a strategy can be based on all importers and providing one-stop shopping.A strategy can be sliced for importers who bring in less than 500 containers per year; thisis a different segment than the broad approach of targeting all importers or even all largeimporters. Or a different strategy is focus on importers of less than 500 containers whoare distributors/ wholesalers to mass merchandisers and large retailers. With the strategy,you can assemble the resources and approaches needed for the market that you haveselected.Have outstanding management. Management is often what separates outstanding companies from the also-rans. It requires a leadership who has a sustainable vision, itsprocesses, goals and methodology. They have an entrepreneurial mindset. These peopleare proactive, not reactive. These leaders see the logistics service, not the freight,warehouse or other assets employed. They see the supply chain process, not thetransactions. All this separates them from executive caretakers who can flip-flop withmanagement de jour approaches, indifference or quick fixes to growth, positioning andprofits. Investors realize how critical outstanding management is to a company's success and so should the 3PL. These executives can break the company from its commodity service origins into being a value service provider.Research the market. For your marketing plan, you need to understand your market. Depending on your market position you may be looking for general or specific information as to opportunities or issues, with the market or with you. Define the market; define your customer. Look at the market you compete in. See its composition, size, trends and needs. Use internal and external data and additional research as needed. Find customers; who are they; who makes decisions; what decisions are made; how are they made, why are they made, what external factors exist for customers; and how are you perceived as compared to competitors. Learn if you are visible in this market. And remember, customers are both new and existing, with changing needs.Assess your capabilities. This is a moment of truth. You must honestly assess your strengths and weaknesses, your capabilities and limitations. This applies to all parts of your company, regardless of whether corporate office, division or field locations or partners/alliances and regardless whether domestic or international. The checklist of topics includes:Organization. Look at your structure as to vertical, horizontal or matrix. It should reflect the usual organization reporting arrangement. And, more importantly, it should support the means to providing a dynamic, ongoing logistics service with successful results.Skill sets. You want to establish yourself as a supply chain service solution provider, someone who will develop a tailored logistics program to fit the specific needs of each customer. Solution providers see the container-and more. They see pallets of product-and more. They know it is about the process, not the container or pallet.3PLs initially focus on investing in assets, warehouses and technology, without knowing how these fit into 3PL solutions. This approach3PL primer for business successconstructs answers without knowing the questions. Rather, the successful 3PL sells, design and manages customized logistics in an international or domestic venue. The issue then becomes whether existing personnel are capable of selling logistics and supply chain solutions.A holistic sales approach is needed for 3PLs than for commodity service providers. Commodity sales personnel often deal with the customer perspective of the need to manage costs. Yet the customer has additional accountabilities. 3PL sales personnel need to address the customer's supply chain accountability scope. The accountability scope is 90% of the customer attention span as compared to the 10-25% that freight or warehousing cost is. 3PLs must focus on the 90%, not the 10-25%, to gain business.Firms need training to facilitate these skills. Staffing is often built with existing personnel who have sales and operations experience with the commodity service parent company. 3PLs, not surprisingly, find that even with training, and with continuous performance monitoring afterward, less than 10% of the sales force can make the mindset change to sell logistics. As a result, they may employ non-shipping people to do logistics selling. They draw on outside firms with people who have real world supply chain knowledge and experience to sell and assist with designing and managing integrated logistics programs.Other. There are other points to recognize as to process design capability, people, technology, budget, sales targets and advertising. The overseas network, where applicable for international 3PLs, is a key factor.Conclusion. The ongoing challenge for 3PLs is to successfully design, sell and manage a logistics solution with easily monitored metrics and accountability. Consider the high rate of outsourcing failures. Causes ranging from a rush to procure business and not understanding the process and requirements to some 3PLs converting back into a commodity service. This conversion defeats the very purpose of the 3PL. Outsource service providers seek competitive advantage; they know that preserving competitive advantage is an ongoing challenge.附录2：中文第三方物流企业成功之处什么是第三方物流？愈来愈多的世界国际组织想要建立全球的产品市场，与此同时，他们在竞争中需要全球的资源来源。
物流外文文献及翻译范文
【最新资料,Word版，可自由编辑！】文献出处: Mahpula A. The Research of Regional Logistics Competitiveness [J]. Journal of Transport Geography, 2015, 15(2): 30-34.原文The Research of Regional Logistics CompetitivenessMahpula AAbstractAt 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 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. 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 index1 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 ismore 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 theoretical analysis 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. Corecompetitiveness 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 site selection 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 thecomposite 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 of connection 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 ofregional 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 (general administrative 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 marketcapacity, 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 logistics competition.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作者 Mahpula A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4
Study on the Strategy for Pharmaceutical Enterprises to Improve the Third-Party Logistics Development LevelsZhe-xiong Jin1, Li Yu1, 21. School of Pharmacy, Harbin University of Commerce, Harbin 150076, ChinaE-mail: jin-ai-pu@, iluyuli@Abstract: The developments of Chinese pharmaceutical enterprises in the process of the Third-Party Logistics industry, specifically the existence of some key issues were analyzed, and the Third-Party Logistics was proposed to improve the levels of Chinese pharmaceutical enterprises development measures, based on analyzing the implementation of SWOT strategy in pharmaceutical enterprises.Key Words: Pharmaceutical Enterprises, the Third-Party Logistics, SWOT StrategyI.T HE P ROBLEMS OF C HINESE PHARMACEUTICALE NTERPRISES IN T HIRD-P ARTY L OGISTICSThe Third-Party Logistics development in Chinese pharmaceutical industry was still at the early stage, and it was still relatively backward[1]. At present, the following difficulties and doubts still existed, in the process to develop the Third-Party Logistics of Chinese pharmaceutical enterprises[2]. A.Questions for the Ability of the Third-Party LogisticsEnterprisesIn China[3], the development time of the Third-Party Logistics was very short. The Specializations in business areas and the geographic areas were also vastly different, too. Drugs had special requirements in storage, packaging, transportation and other circulation, because of their own characteristics. Therefore, it was difficult for pharmaceutical enterprises to select a suitable Third-Party Logistics company, when client enterprises considered outsourcing of its logistics business.B.Concerns to the Leakage of Operational Information Pharmaceutical enterprises had to take a confidential means to the elements of the sales network operators, in order to maintain normal operations, special operations for some sectors[4]. However, its basic operating information would inevitably be opened to the Third-Party Logistics enterprises, because of the introduction of the Third-Party Logistics to operate their internal logistics. In the increasingly fierce market competition, the core competitiveness of the enterprise was an important guarantee for survival and development, while the disclosure of the core operational elements of pharmaceutical enterprises was another concern to implement the Third-Party Logistics.C.Worries about out of Control of the Business Process After the outsourcing of its logistics business, pharmaceutical enterprises manufacturing operations to a certain extent depended on the performance of the Third-Party Logistics enterprises[5]. After a Third-Party Logistics business operation was involved to the Pharmaceutical companies, it could master This work is supported by the Key Fund Project of Retured Overseas Students under Granted by Heilongjiang Province the right to operate of the enterprises to a certain extent. Therefore, the pharmaceutical enterprises should have a certain degree of psychological bottom line to the outsourcing of its logistics business.D.Concerns to Taking a Huge Risk into AccountThe great logistics capability was the requirement for the pharmaceutical enterprises to suit so many production and circulation problems[6]. The implementation of the Third-Party Logistics means layoff, assets sales, and the business management structure would be changed dramatically. It was not only a pressure to the persons engaged in logistics or distribution, but the greater risk was also that internal management structure would face a major adjustment.E.Impact on the Third-Party Logistics from the First andthe Second-Party LogisticsOn the one hand, many pharmaceutical enterprises did not really understand the meaning of modern logistics, so the First-Party Logistics, Second-Party Logistics and Third-Party Logistics always were confused[7]. On the other hand, they could not be willing to abandon the huge profits from the logistics, so they had to develop their own First-Party Logistics and Second-Party Logistics, pharmaceutical enterprises and thus seriously hamper the development of the Third-Party Logistics[8].II.SWOT S TRATEGY OF THE T HIRD P ARTYL OGISTICS IN C HINESE P HARMACEUTICALE NTERPRISESThe strengths, weaknesses, opportunities, threats for Chinese pharmaceutical enterprises were analyzed to carry out the Third-Party Logistics from its internal conditions and external environment by SWOT strategy, the most commonly used paradigm of strategic analysis. So that it could be the foundation for Chinese pharmaceutical enterprises to carry out the Third-Party Logistics (See Table 1).978-1-4244-7330-4/10/$26.00 ©2010 IEEE 1585Table Ⅰ Analysis of SWOT StrategyFactor DefinitionStrengths—S a. Sharing the cost of the Third-Party vendors, and using the latest technology and tools constantlyb. Relying on the Third-Party expertise, rather than trying to establish, enabled enterprises to focus on the development of core competenciesc. Achieving optimizing economies efficiency in logistics services, technical development, transportationd. Obtaining short-cut when entering new markets, adapting to the local culture and environment to promote globalization more quicklye. Helpful to respond to changes in market demand and improve customer satisfaction and loyaltyf. Adapting to the short-term product life cycle, capital risk-sharing with the third-party, using their professional capacityg. Using the Third-Party experts to help enterprises understand the relevant government laws and regulations, and getting along well with the governmenth. Using the Third-Party technology, analysis and optimization capabilities to take the original data into the guidance for the customer informationWeaknesses—W a. Enterprise services of the Third-Party Logistics was single function, weak service concept, small-scale, high service costs, low using of modern technology, lack of logistics management personnel, and the enterprise system were not soundb. Most of the professional Third-Party Logistics enterprises were not familiar with the circulation system and business model in the pharmaceutical industry; did not understand the medicinal products of special warehousing, distribution, maintenance etc. The absence of professional personnel in the pharmaceutical industry, drug regulatory leaded to not familiar with the relevant lawsOpportunities-O a. Domestic pharmaceutical enterprises of modern logistics had just started, it would take a long time to develop the Third-Party Logisticsb. Because the pharmaceutical industry had its own particularities, the state management of pharmaceuticals, as well as warehousing, transportation requirements were very stringent; the real pharmaceutical Third-Party Logistics had not been formed.Threats—T a. Some data indicated that corporate economic power (as measured by sales) and a negative correlation between logistics cost(See Table 2 and Table 3)b. The influence on their core competencies, when the Third-Party Logistics was adaptedc. “Two heavy and one light” thinking errors, namely, heavy manufacturing, heavy marketing and light-Logistics lowered the level of logistics information technology, and weakened the techniquesT ABLEⅡTHE U.S. C OMPANY L OGISTICS C OSTS IN 2004Yearly sales (millions USD) Less than 200 200～500 500～1250 More than 1250 the proportion of Logistics costs 10.45% 8.73% 7.36% 3.40%T ABLE ⅢTHE C ANADIAN C OMPANY L OGISTICS C OSTS IN 2004Yearly sales (millions USD) Less than 200 200～500 500～1250 More than 1250 the proportion of Logistics costs 10.10% 10.97% 10.24% 3.40%III.M EASURES TO I MPROVE THE D EVELOPMENT OFC HINESE P HARMACEUTICAL E NTERPRISESA.Macro-guaranteePharmaceutical Third-Party Logistics market must be built and fostered, and the gradually standardized and the legal market should be guaranteed, in order to develop Chinese pharmaceutical Third-Party Logistics. Therefore, local protectionism must be broken, so that the logistics market could be founded in a competitive environment, while the Government should put the appropriate legal protection, introduction of medical logistics development policies.B.Establishing Correct Logistics Concept andEstablishing Pharmaceutical Third-Party LogisticsmarketThe development of Chinese pharmaceutical Third-Party Logistics would inevitably be affected, if we were not out of Chinese pharmaceutical enterprises from the traditional logistics model to change the traditional extensive mode of economic operation. Therefore, Chinese pharmaceutical enterprises should establish a correct modern logistics concept, at the point of optimizing resource allocation and implementation of specialized logistics. National authorities should implement appropriate economic policies to restrict the expansion and extension of self-service pharmaceutical enterprises system of logistics facilities, and restricted the self-built logistics service system, so that the logistics services could be gradually separated from the pharmaceutical companies, and then, a unified pharmaceutical Third-Party Logistics market could be formed, and the development of pharmaceutical Third-Party Logistics industry could be promoted.1586C.Construction of a Professional PharmaceuticalThird-Party Logistics EnterpriseIt was a very important external condition for Chinese pharmaceutical enterprises to implement a true Third-Party Logistics, so that China must have a professional pharmaceutical Third-Party Logistics enterprise, but the current domestic Third-Party Logistics had just started, it was difficult to develop a professional pharmaceutical Third-Party Logistics. It requires that Chinese pharmaceutical Logistics wishing to engage in Third-Party medical logistics enterprises should build their core capabilities, asset reorganization, establish their regional alliances, make full use of the advanced information technology and logistics technology, get along well with the logistics services between supply and demand sides, track market rhythm, adjust business strategy promptly, cultivate a comprehensive talent, and improve service levels. D.Selection of the Appropriate Mode of Third-PartyLogisticsThe Third-Party Logistics could play a role in four fundamental aspects in the field of medicine circulation. That is, providing some or all the drug transportation, warehousing operations for pharmaceutical enterprises, based on information exchanging; providing regional distribution and collecting money services; the logistics process management, supply chain systems designation and optimization; and helping pharmaceutical enterprises to plan, implement, manage their self-built regional distribution centers and other integrated services. So that pharmaceutical manufacturers and circulation enterprises could focus on their core business, and achieve business and financial settlement through information technology. Therefore, the pharmaceutical Third-Party Logistics was in a special position in the pharmaceutical supply chain. It did not only provide pharmaceutical enterprises the basis for logistics services, to achieve effective flow of drugs and reduce the burden on non-core businesses customers, it also took the advantage of collecting and recruiting upstream and downstream customer information dominance, played the role in the sources of information in the drug circulation. It was another new pharmaceutical enterprise information portal, so that the area of the entire pharmaceutical distribution operations more simple and efficient. Chinese pharmaceutical enterprises in the implementation of Third-Party Logistics could be achieved though completely socialized or part of the socialization two modes.a. Complete Socialization of Pharmaceutical Third-Party LogisticsThis type of pharmaceutical Third-Party Logistics enterprise did not have ownership of drugs, it only provide customers with the necessary logistics services. It did not belong to the same industry, but a link in the customer supply chain, so customers of logistics outsourcing were at ease. From Figure Ⅰ we could clearly see that the main production type, the main type wholesale, retail and the main type mode of operation were more uniform, while the pharmaceutical Third-Party Logistics enterprises would also service for pharmaceutical production and flow of business (i.e. hybrid) to expand business scope, but its complexity grew(see Figure Ⅱ)-the distribution of logistics and distribution center space, and the achievement the internal medicine(Two or more of its customers were the main transaction, the flow of drugs was just only the flow of bank, if the simultaneous use of the warehouse or logistics center) and external “asthenia and sthenia” small error rate of drug flow, and other issues were presented to Third-Party enterprises more stringent requirements. Of course, it was a relatively idealized mode of operation. In reality, most of the integration of transport services, the operation was also much simpler. Of course, it was not the true sense of the Third-Party Logistics.Figure Ⅰ the operation mode of pharmaceutical Third-PartyLogistics enterprisesb. Part of the social-oriented pharmaceutical Third-Party Logistics (see Figure Ⅱ)Figure Ⅱ Part of the social-oriented pharmaceuticalThird-Party LogisticsThis type was normally transformed from the Chinese large-scale circulation enterprises of medicine or medical group, Such as Shanghai Pharmaceutical Co., Ltd., whose business grew faster, but now the warehouse distribution facilities and equipment were increasingly unable to meet the1587requirements of modern logistics. In this case, the pharmaceutical wholesale enterprises, medical groups built amodern logistics distribution center for their own developmentneeds to meet their own needs first, if the capability wasabundant, it also provided logistics services to otherpharmaceutical companies.IV.C ONCLUSIONSThe Third-Party Logistics was proposed to improve the levels ofChinese pharmaceutical enterprises development measures, based onanalyzing the implementation of SWOT strategy in pharmaceutical enterprises. The strengths, weaknesses, opportunities, threats for Chinese pharmaceutical enterprises were analyzed to carryout the Third-Party Logistics from its internal conditions andexternal environment by SWOT strategy, the most commonlyused paradigm of strategic analysis. The pharmaceuticalThird-Party Logistics could play a key role in the field of pharmaceutical circulation.R EFERENCES[1]W. Jiang, See the complexity and specificity of the pharmaceuticalmarket from the pharmaceutical industry chain, Medical Herald, 2004. [2]W. H. Shao, Y. X. Tan, Study on Pharmaceutical retail chain enterpriseslogistics cost. Central South Pharmacy, No.2, 2004.[3]James. C, F. Wood, Modern Logistics, Beijing, Social SciencesAcademic Press.[4]W. P. Luo, The Third-Party logistics theory, operation and Case,Shanghai, Shanghai Academy of Social Science Press.[5]G. S. Wu, The charm of the Third-Party Logistics, China Pharmacies.[6]J. H. Liu, Analysis of the pros and cons of Third-Party Logistics andbusiness logistics mode choice, Jiangxi Social Sciences, No.7, 186, 2002.[7]J. M. Hao, The Third-Party Logistics, Chengdu, Sichuan People'sPublishing House, 2002.[8]J. P. Liang, Modern Logistics, Shenyang, the Northeast University ofFinance Press, 2003.1588。
第三方物流企业配送研究外文文献2000字
第三方物流企业配送研究外文文献在当今全球化的经济环境下，物流运输的效率和可靠性对企业的竞争力至关重要。
而第三方物流企业作为一种专业化的物流服务提供商，为企业提供了更加高效、经济的配送方案。
本文旨在通过研究外文文献，探讨第三方物流企业配送方面的相关研究成果，为我国物流行业的发展提供参考和借鉴。
一、第三方物流企业配送的概念与特点第三方物流企业是指一种专业从事物流服务的企业，其主要业务范围包括物流信息化、仓储管理、运输配送等。
第三方物流企业配送作为其核心服务内容之一，具有以下特点：1. 专业化：第三方物流企业配送业务具有高度的专业化水平，能够根据客户需求提供个性化、定制化的配送方案。
2. 灵活性：第三方物流企业配送能够灵活调整运输方案和线路，以应对市场变化和客户需求的不断调整。
3. 成本优势：由于规模经济效应和专业化运作，第三方物流企业在配送环节能够实现成本的节约和效率的提升。
二、第三方物流企业配送的发展趋势随着互联网和物流技术的不断发展，第三方物流企业配送业务也面临着新的发展趋势：1. 物流信息化：第三方物流企业配送将会进一步加强物流信息化建设，实现从订单管理到配送跟踪的全程信息化管理。
2. 网络化配送：第三方物流企业将加强与电商评台的合作，实现网络化配送，提升配送效率和服务质量。
3. 环保配送：第三方物流企业将会注重环境保护和可持续发展，推动绿色配送和低碳物流的发展。
三、第三方物流企业配送的关键技术在第三方物流企业配送业务中，关键技术的应用能够提升配送效率和服务质量，主要包括以下几个方面：1. GPS技术：全球定位系统技术的应用，可以实现对配送车辆的实时监控和路径规划。
2. 物流大数据：通过物流大数据分析，可以对配送网络进行优化和规划，提高配送的效率和准时率。
3. 无人机配送：无人机技术的应用，可以实现城市快递配送的最后一公里服务，提高配送的灵活性和效率。
四、第三方物流企业配送的质量管理第三方物流企业配送的质量管理是保证配送服务质量的关键环节，主要包括以下几个方面：1. 运输安全：第三方物流企业要严格遵守国家相关的运输安全法规和标准，保障货物的安全运输。
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。
我国第三方物流中存在的问题原因及战略选择大学毕业论文外文文献翻译
毕业设计（论文）外文文献翻译文献、资料中文题目：我国第三方物流中存在的问题、原因及战略选择文献、资料英文题目：文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14外文文献原文部分China's third-party logistics problems, causesand 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 between third-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 capitalis 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 are 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 very small. 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 ofthe 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 most important one of the bottlenecks. Logistics knowledge, especially in modern integrated third party logistics knowledge is far from being universal, but that its main business areas is to provide transportation and warehousing services, not know that it is new to these traditionalbusiness 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 not reverse this situation as soon as possible, will be third-party logistics industry in China have restricted role. Lean production theory of logistics for our third-party logistics company provides a new development ideas for these enterprises to survive in the new economy anddevelopment 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 and medium enterprises, starting from their own resources to construct their own core competence is the key. As small and medium enterprise features of a single third-party logistics and incomplete, so based on their respective core competencies based on the structure of thelogistics 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, undermodern 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. "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。
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。
物流配送外文文献及翻译
2.1 gistics development
Twenty—first century from the 60s onwards, the rationalization of distribution of goods in general are valued in the United States to take the following measures: First， the warehouse will replace the old distribution center： The second is the management of the introduction of computer networks， on the loading and unloading， handling， custody， standardized operation, improve operating efficiency； Third， the common chain distribution centers set up to promote the growth of chain—effective。 United States chain stores have a variety of distribution centers, mainly in the wholesale—based， retail and warehouse-type three types。
2。3 European modern development of logistics
Countries in Europe, especially Germany, logistics refers to the user's orders in accordance with the requirements of positions in the logistics sub—goods distribution， the goods will be sent to the consignee with good activities。 Germany's logistics industry formed of basic commodities from origin to distribution center， from the distribution center (and sometimes through more than one distribution center) arrive at the modern mode of end customers。 Traveled in Germany, it can be said of the logistics and distribution in Germany has been formed to final demand-oriented to the modernization of transport and high—techinformation network as a bridge to a reasonable R69 distribution center hub to run a complete system.
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第三方物流问题战略外文翻译文献(文档含英文原文和中文翻译)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。
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”。
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 between third-party logistics companies, specifically in the following areas:1, economies of scale and capital gap significantly. Becausethird-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. Thisprovides 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 very small. From a macro point of view of economic development ofthird-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 totheir 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 most important one of the bottlenecks. Logistics knowledge, especially in modern integrated third party logistics knowledge is far from being universal, but that its main business areas is to provide transportation and warehousing services, not know that it is new to these traditional business integration of its business fields Far too simple to become connected with transport and storage of raw materials, semi-finished products supply, production process, material flow, the whole process of product distribution services, as cover flow, solid logistics, capital flow, information flow is equal to the integrated 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 therapid development of third-party logistics industry.4 The third party logistics enterprise strategic choiceSummarized the latest of several foreign logistics theory and the development of third-party logistics with the current practice of foreign, third-party logistics firm's strategic choice to have the following three:(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 not reverse this situation as soon as possible, will be third-party logistics industry in China have restricted role. Lean production theory of logistics for our third-party logistics company provides a new development ideas for these enterprises to survive in the new economy and development opportunities. Lean Logistics concept originated in lean manufacturing. It is produced from the Toyota Motor Corporation 70 years in the last century by the original "Toyota Production System", after research by the Massachusetts Institute of Technology professor and summary, was published in 1990 published "change the world of machines), a book. Lean thinking is the use of various modern management methods and means, based on the needs of society to fully play the role of people as a fundamental and effective allocation and rational use of corporate resources to maximize economic benefits for enterprises to seek a new Management philosophy. Lean Logistics Lean Thinking is the application in logistics management, logistics development must reflect. The so-called Lean Logistics means: the process by eliminating the production and supply of non-value added waste in order to reduce stocking time, improve customer satisfaction. The aim of Lean Logistics according to customer needs, providing customers with logistics services, while pursuing the provision of logistics services in the process to minimize waste and delay, the process of increasing value added logistics services. Lean logistics system is characterized by itshigh-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 widearea so that small and medium enterprises in China's logistics third party logistics industry at a disadvantage. Therefore, third party logistics for small and medium enterprises, starting from their own resources to construct their own core competence is the key. As small and medium enterprise features of a single third-party logistics and incomplete, so based on their respective core competencies based on the structure of the logistics business enterprise cooperation is an effective capacity to make up for deficiencies, constitutes a feasible way of competitive advantage of logistics. Value chain is the use of systems approach to investigate the interaction between business and the analysis of all activities and their access to the resources of competitive advantage. Value of the business activities fall into two categories: basic activities and support activities. Basic activities are involved in product creation and sale of the material transferred to the buyer and after-sales service activities. Basic activities of supporting activities is to assist the revenue by providing outsourcing, technology, human resources and a variety of functions to support each other. Theory to analyze the value chain study the value of third party logistics chain composition, can be found in auxiliary activities, third party logistics enterprise and general business is no different, the basic activities in the third-party logistics companies has its own characteristics.Third-party logistics enterprises there is generally no commodity production process, only the re-circulation process, does not account for major components of a wide range of third-party logistics companies and thus become the basic operating activities of storage, transport, packaging, distribution, customer service and marketing, etc. link. Various aspects of the basic work activities, due to their own limited resources and capacity, can not have every aspect of an advantage in that value chain in terms of some of the deficiencies, resulting in their overall logistics function not complete, lack of corresponding competitiveness and comparative advantage in some sectors of the value chain due to lack of overall effect should not play. Therefore, third party logistics industry, small and medium sized logistics enterprises within the Union, should be based on the value chain between complementary on the basis of cooperation, make full use of professional logistics companies and logistics functions of specialized logistics organization and coordination of agents Flexible complementary integrated logistics capabilities. Third-party logistics for small and medium enterprises, value chain should start with the advantage of links to explore and develop the core competitiveness of enterprises, through the reconstruction of the value chain to avoid weaknesses.(C) Large third-party logistics enterprise virtualization of strategy Rapid development in IT and the Internet era, companies can not fight alone singles, but must be in the competition and collaboration, incooperation 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 environmentre-combination, in a timely manner Reflect the market dynamics. Virtual is the regional third party logistics network through the Internet link the global logistics resources, removing barriers and national barriers, to production management to achieve "virtual neighbors."指导教师意见指导教师签字：年月日谢谢下载！。