第三方物流 英文

The use of third-party logistics services by European industry

Abstract

Logistics managers in Europe’s leading manufacturing and commercial organisations were surveyed regarding their use of third-party logistics (TPL) services. Their responses provide insights intothe depth and scope of logistics outsourcing in Europe. Areas specifically addressed in the Europeansurvey include; services being used, related imple mentation problems, the benefits that have emerged andthe impact of third-party services on costs, customer satisfaction and employees. The results indicate thatlogistics outsourcing, at least for basic services, has become well established in Europe. Emphasis onlogistics cost reduction, service improvement and flexibility of response are at the centre of most logisticsoutsourcing decisions. On the downside there is a mixed response on employee morale associated withoutsourcing.

Keywords: Logistics outsourcing; outsourcing; third-party logistics; contract logistics; Europe.

1. A CHANGING MARKET FOR THIRD-PARTY LOGISTICS

Providers of third-party logistics (TPL) services in Europe face major changes in theforeseeable future. The range of services, organisational structure, scale of operationsand geographical reach will be affected by rapid developments in the European marketplace. In turn users can contemplate new logistics strategies which are supported bynew capabilities from third-party providers. Not much new in that you say, exceptthat in Europe the market place for logistics services is dynamic due to two driv ing forces. Manufacturers are rapidly reconfiguring their production and distributionfacilities as they move towards pan-European structures and secondly, ongoing deregulation is fundamentally altering the transport industry. The research described in thispaper forms part of a joint study into the use of TPL services in the United States(Northeastern University) and Europe (Cranfield University) and was sponsored byMercer Management Consulting Inc.

For many decades, markets for road freight services in Europe have been characterised by strong economic regulation affecting haulage capacity and /or the pricescharged for services (tariffs). National markets developed separate identities con comitant with national user demands and legislative framework. The UK’s early leadin dedicated contract distribution resulted from strong pressures brought to bare bythe leading retail groups [1], changes in written down capital allowances in 1984 [2]and a largely deregulated regime. By contrast, in Germany economic regulation ontariffs and haulage capacity encouraged a more common user service culture.However, Single European Market initiatives, culminating in the European Union(EU) in 1993, has had a dramatic effect on logistic service demands and the providersof TPL services. Manufacturers and retailers have accelerated changes in their supplychains as they move towards pan-European structures. EU prompted deregulationhas abolished internal EU border controls, facilitated international road transportationand generally encouraged greater freedoms for intra EU trade. This relaxed regulatory climate has spawned new concepts in haulage and logistics services beyond thetraditional common and contract carriage, giving further encouragement to logisticsoutsourcing particularly in to areas of value-added services (relabelling, repacking,deferred product assembly) Third-party services are of growing interest to European-based users, many of whomare relinquishing in-house operations. Disappearing borders, greater distances tomarket, and improved transport networks have prompted the setting up of Europeanand regional distribution centres. One in four of these centres are outsourced The nature of logistics services are changing. Although the outsourcing of logisticsservices is not new (transport has long been outsourced), two important developments affecting Europe are the integration of services and the tailoring of servicesto individual user needs. Deregulation of many freight transport sectors and users’changing service requirements are important catalysts for such change.

Service providers themselves have changed considerably in recent years. Manyhave become more corporate in their management approach, embracing strategicplanning, marketing and brand management in an effort to respond more effectivelyto the needs of their customers.

As a result Europe’s logistics industry has seen substantial growth. Yet, the European market place remains a mosaic of services across a large number of players.The share of the total European distribution market (estimated