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 Science
Author:Konstantinos Selviaridis
Introduction
In 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 findings
The 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, some
work 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 firm
2. the dyad
3.the network.
The firm level
The 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 expand
their 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 level
Existing 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 over
time. 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 learning
is thought to be an important quality which facilitates innovation and 3PL service improvement .
The network level
Current 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 research
1.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 remarks
In 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。

这可以解释了部分外包在工业部门的各种物流活动的发展趋势。

合并的第三方物流行业内继续波动也导致了该有能力提供在整个欧洲大陆乃至全球规模的物流解决方案的大公司的出现。

这种物流服务提供商（LSP的）致力承担范围内的客户供应链的战略地位，扩大其规模和经营范围。

尽管对第三方物流越来越大的兴趣，对这一领域的文学似乎是脱节的。

在广泛的文献回顾的基础上，本文的目的是为进一步研究提供了一个机会点的第三方物流研究和分类。

在以前的尝试，总结了他们的文学调查，也包括来自医生杂志和报刊文章的贸易的结果。

调查结果分析
文学的分析是基于多个方面。

无论内容和方法为导向的标准来。

这些论文进行初审分类，根据他们的研究目的（描述性与规范）和性质（经验与概念上的）。

结果表明，第三方物流的研究（百分之60）大多数是经验性质的描述。

第三方物流的理论研究弱，占人具有理论基础和简单地描述了行业发展趋势的论文占百分之69这证实了别人的意见，物流研究缺乏理论依据。

然而，一些工作使用，如交易成本经济学（TCE）的和资源基础观点（利巴韦林）对公司物流外包的理论来解释。

关系营销方式，网络理论，代理理论，能力理论，经络学，政治经济理论与社会交换理论也被应用到第三方物流的关系方面的解释。

然而，它们的使用似乎是例外而不是规则，其中大部分都是片面的基础上应用没有任何更广泛的研究目标服务。

第三方物流的研究分析水平和审查，研究分为三个层面上：
1、公司企业
2、合作关系
3、网络
公司企业层面
决定外包或不外包物流活动取决于多种因素，是指内部和外部因素众多。

有这样的作为物流功能，风险和控制，成本/服务权衡，信息技术中心，并与
LSP的关系确定的因素。

物流的复杂性的概念也引入纳入了关键驱动的数量确定对上述因素的影响。

与产品有关的（如需要特殊处理），处理有关的（如周期时间）和网络相关的（如担任国家）的驱动程序被认为是外包决策中的一个间接影响。

多处有关第三方物流多种风险已报道的文献。

这些可以被归类为战略，金融和行动有关。

外包非战略活动，使企业能够专注于核心竞争力和开拓外部后勤专业知识。

第三方物流供应商也有助于提高客户满意度，并提供进入国际分销网络。

最经常提到的风险都与丧失控制权的物流功能和内部能力和客户联系的损失。

但是，它通常的情况是，采用混合策略托运人关于物流和留住重要的物流活动的内部，如订单管理。

虽然有报道说，加强与用户的第三方物流方面的灵活性，以市场（投资）和需求（体积弹性）的变化，客户需求的反应能力缺乏，也可作为外包问题引用。

供应和需求之间不匹配的物流服务。

从近期的行业调查的证据表明，尽管他们的产品的LSP扩展到包括信息系统，咨询，合同制造，甚至采购和金融服务，有一个这样的服务和买家一般喜欢低吸收外包运输和仓储相关的功能。

三个主要的物流服务采购框架也已确定，商品化之间的比较（电子货运交流）和先进的物流服务采购流程。

他们发现这种服务的需求定义似乎更困难，对于超出第三方物流的选择标准和合同价格因素远远更为详细的解决方案时，购买先进的物流。

贝里隆德已经确定促进第三方物流市场的兴起几个因素。

在需求方面，关键因素包括：资产的力度，劳动力成本和分配结构调整减少减少;在供应方面，行业放松管制和基本服务的边际利润下降的原因之一是经济增长。

一些作者解释了如何将第三方物流供应商运输公司开发的扩展其服务，以区别于竞争中脱颖而出。

在高度竞争性行业的成本降低，市场细分和差异性服务是提高第三方物流企业业绩和利润的主要途径。

此外，环境变化和新技术的引进有一个LSP的战略规划的影响。

例如，电子商务和物流业务的影响应充分理解第三方物流公司。

垂直（托运人- LSP）和横向（其中的LSP）联盟的成立，主要以期收到获得互补的资源和能力的目的。

特别是，在LSP的横向联盟被视为对跨境物流解决方案发展的必要条件。

有些作者虽然问题的泛欧洲及全球物流服务商的成效，他们为地方，中型第三方物流存在，更好地服务于国外市场的客户需求争论。

合作关系层面
现有文献表明，第三方物流关系（即交易或合作）的性质是一种服务产品组合，合同期限和客户端的外包激励作用。

LSP和制造商/零售商的物流合作伙伴之间有关系的例子很多文献。

有人建议，这种伙伴关系的发展逐渐增加外包
活动的数量随着时间的推移。

付货人往往采取“范围的扩大”的LSP在与他们的关系方面的战略。

根据这一做法，正在寻找买家的关系在最初阶段的特定的解决方案，以测试供应商的能力。

然而，随着时间的推移，这种关系的增加，范围扩大到包括提供更多的增值和定制解决方案。

第三方物流的设计与执行的关系是个问题。

经常提到的困难包括对客户的供应链需要，在具体产品和市场，不切实际的客户期望，服务和服务水平不足的介绍，物流成本意识的缺乏由客户端和第三方物流创新缺乏足够的专业知识缺乏了解的不足。

在回答这些问题的文献侧重于第三方物流的选择，例如，承包与客户之间，LSP和性能测量系统的信息共享问题。

关于服务提供者的选择，买方组织应该建立一个选择标准是无价的考虑推广综合性清单。

这些问题现在被认为是反过来。

频繁的通信和信息缔约双方间的分享是第三方物流关系的有效管理至关重要。

信息交流是很重要的，即使在预承包期，当买方试图评估潜在供应商的能力。

在多个组织层次，建立沟通渠道，以涵盖战略和业务信息的需求。

在许多情况下，还建立了联席会议，审查供应商的表现和解决所产生的任何问题。

更很少，跨组织的团队和委员会的成立目的是促进缔约方之间的信息和/或改进业务流程交流的目的。

无论他们的出发分析或理论的角度来看，所有的关系框架包括一个评估阶段。

反馈机制也纳入，以调整适应的关系的目标和进程。

他们中有些人不考虑具体的第三方物流企业的特点。

更糟的是，研究人员应用这些框架谁向第三方物流的关系做似乎没有提供任何理由这样做。

这些框架还表明，隐式或显式，即第三方物流联盟是一种手段，实现进入外部资源和能力。

第三方物流合作关系可能导致新的能力开发和创新，提高竞争优势，合作伙伴公开交换信息和共享他们的知识和技能。

组织学习被认为是一个重要的质素，促进第三方物流服务的创新和改进。

网络层面
目前的研究重点二进LSP的客户端交互。

然而，边界跨越的作用物流和第三方物流客户服务安排的重要性，反映在许多研究中，其中隐式或显式地讨论客户端的用户界面，即处理超出对子考虑更大的网络延伸。

有一些研究，明确地讨论了物流外包黑社会的形成。

巴斯克认为，这个词意味着第三方物流供应商之间，他们的客户和LSP一三元链接。

Larson和Gammelgaard调查的先决条件，福利以及对在买方，卖方和第三方物流供应商合作关系的形成障碍。

卡特和费林也说明了三方合作的运输成本降低的影响。

此外，金特里研究了在战略买家和供应商联盟运营商的角色，并认为主要有LSP 的业务责任，并不在供应商与客户联盟的战略规划工作。

分判也都在考虑的各种文学形式。

特别是，解决方案设计的4PL/LLP需要
的LSP的作为一个联系内的客户的供应链的单个点的作用。

在第四方物流提供商是通常被视为非基于资产的公司，使得客户端之间的一个和多个（资产为基础）的LSP（Skjoett拉森2000单一界面使用其供应链设计/规划能力和IT解决方案和行为）。

物流供应商也发展横向网络，以获得互补性资源和能力。

未来的研究方向
1、网络审查揭示了有关知识的差距，设计4PL/LLP合同安排的执行情况。

现有的研究集中于构思第四方物流并指出它从第三方物流的区别没有达成一个共同的定义。

此外特别是实证研究应针对这些现象。

2、规范需要研究的重点是提供决策的工具和框架的实践者。

在这方面，提出两个建议：外包决策框架，选择标准的框架。

3、注重理论为基础的研究，采用三氯乙烯的方法来解释对资产的特殊性决定外包作为其主要的重点建设和不注意（或至多是理所当然）界定什么是要实际成本交流，写作合同和测量性能。

他们还没有包括在他们的分析生产成本。

有人建议，这种“平凡”交易成本可以在确定企业的边界重要的是，考虑到成本效益标准物流外包突出。

4、实证研究的重点在第三方物流设计。

具体来说，今后的研究提出了建议：实证研究应朝着合同惯例和绩效测量系统在第三方物流的发展观指导。

鉴于越来越多的复杂性和第三方物流市场的不确定性，随着时间的推移，需要重要的物流能力和服务的定义，具体的客户设计服务来提供商的关系，以及他们是如何重新包装。

5、定性方法，审查重点揭示了在第三方物流的调查研究的主导地位。

调查已查明特别有用，在第三方物流市场（如利布系列）的趋势和做法。

结束语
总之，第三方物流研究正处于一个激动人心的阶段。

在许多方面，它一直遵循典型的发展模式，从相对简单的问题，到采取一个基本的描述方法。

现在，大量的文献机构在该地区存在，应及时扩大就业，解决的方法来处理网络现象和进展更规范考虑的问题。

组织和技术变革，全球化和信息通信技术的发展相关，意味着第三方物流是一个行业处于不断的变化，因此有一个极好的机会来研究都为自己而有趣的部门，并以此作为第三方物流车辆的一代进入组织间的关系和网络的动态行为更加通用的见解。