第三方物流英语论文.doc

附录1： 英语 3PL primer for business success What is 3PL?More and more organizations worldwide want to develop products for global markets. At the same time , they need to source materials globally to be competitive. One of today s trends to solve this problem is outsourcing logistics or using third-party- logistics (3PL) to manage complex distribution requirement. Outsourcing of logistics tasks and supply chain responsibilities is a dynamic model. The most interesting aspect is that companies-manufacturers, retailer , wholesalers, and distributors-are turning over parts of their supply chain to firms that have their roots as commodity service providers. Firms that know ocean shipping, forwarding, warehousing, or trucking are now handling and, in some cases, managing broad domestic and international logistics activities. 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 3PL service? Or are you a logistics service provider with a strong shipping, transport, warehouse or forwarding capability? There is substantial difference between these two views, a difference that affects how you position yourself and how you are perceived in the market. Develop strategy. Confusion sometimes exists between operational efficacy and strategy. Operational efficacy is doing the same or similar activities better than competitors. Management tools-such as benchmarking, partnering, reengineering and change management, for example-are means that let companies reduce costs and achieve performance improvements. They are necessary to sustaining competitiveness. But they can also be temporary achievements, as competitors work to mimic 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 the customers 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; this is a different segment than the broad approach of targeting all importers or even all large importers. Or a different strategy is focus on importers of less than 500 containers who are distributors/ wholesalers to mass merchandisers and large retailers. With the strategy, you can assemble the resources and approaches needed for the market that you have selected. Have outstanding management. Management is often what separates outstanding companies from the also-rans. It requires a leadership who has a sustainable vision, its processes, goals and methodology. They have an entrepreneurial mindset. These people are proactive, not reactive. These leaders see the logistics service, not the freight, warehouse or other assets employed. They see the supply chain process, not the transactions. All this separates them from executive caretakers who can flip-flop with management de jour approaches, indifference or quick fixes to growth, positioning and profits. Investors realize how critical outstanding management is to a companys 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 approach 3PL primer for business success constructs 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 customers 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。现今解决这一问题的是物流外包业务和运用第三方物流，运用这两个方式来为这项目标服务、贡献。 物流外包和供应链的责任是一个动态的模型 ， 令人最感兴趣的方面是，企业，制造商，零售商，批发商和分销商，都谈到了其部分 的 供应链，其根源都在于商品服务 的 供应商。公司 都 知道远洋运输，转运，仓储，货运， 在处理这些时， 在某些情况下， 要 管理广泛的国内和国际的物流活动。 3PL ，不论如何 有 经历 的物流 外包 业务 ， 都 面临共同的挑战， 最 主要的 是 市场， 和保证市场的占有率 并 、保存最佳时期状态 。这些措施包括： 自我定位， 你如何看待你和你的公司 关系的？ 这是一个重要问题。这 针对于 你是谁，以及如何 确定自己 目前在市场上的地位。你 是不 是一个海运承运人与第三方物流服务的选择？你是 否适合 一个仓库，以 及 第三方物流服务？或者你是 否是具有 强烈航运，运输，仓库或转发能力 的 物流服务供应商？这两种观点 在实质上 有很大的差异， 这将 影响到 如何为自己定位 和你 看待 市场 的看法 。 制定战略 ，混乱的 业务 有时在业务 疗效和战略 之间， 做业务疗效相同或类似的活动 要 优于竞争对手。 在 重组和变革管理 工具中 ，例如 ，（ 是手段 ） 使企业降低成本，并实现业绩的改善。 在 维持竞争力 时这 是必要的。但是，他们也可以是暂时的成就， 还可以在工作中 模仿竞争对手的工作程序。 战略 就 是你如何区分你的公司在市场上 的目标份额 。 具体的战略可以 使你 在竞争中保持 独特 和在竞争环境中脱颖而出 。定位可以反映 你的目标 客户服务类型， 或你 所提供的混合客户服务。例如，战略可以基于所有进口商提供一站式购物。战略可以 为 进口商带来不少于500 张的订单 ;这是 与所有的出口商甚至更大出口的广泛的目标是不同的 。不同的策略是专注于 大 卖场 或 大型零售商 和每年订单不少于500张的进口商的，利用这一战略， 你就可以组装资源和 你所选择市场所需的运营方法。 有出色的管理 ， 管理往往是优秀的公司 的出色之处。 它 需要在管理过程中拥有可持续 目标和方法 眼光的 领导 ， 他们有企业家的心态。 还有 这些人是主动的，而不是被动。这些领导人看 重的是 物流服务 水平 ，而不是仓库或其他资产的使用 费用 。他们认为，供应链的进程不 只 是交易 的过程，它们的每一个环节都实行分开执行管理，这一过程不在乎业绩的增长 和利润。投资者认识到关键的优秀的管理是一个公司也应该 是 第三方物流 的成功之处 。这些 措施 能够打破该公司 传统的服务方式，成为 一个 有 价值的服务供应商。 研究市场 ，为了制定 你的营销计划，你需要了解你的市场。根据你的市场地位，你可 以 寻找一般或特定的信息或问题的机会， 考察 市场 积极的 与你 所考察的市场进行沟通， 确定市场 ，并且 定义你的客户。 了解你所竞争的市场，了解他的组成、 规模 、 趋势和需求。使用内部和外部的数据和进一步的研究需要 的资源 。寻找客户 ，看看 他们是谁，谁作出 的 决定 ， 作出 什么 决定 ，他们是如何做出决定的 ，为什么他们作出 这样的决定 ， 存在影响客户的外部因素是什么，与 竞争对手相比 你的能力如何， 了解你是否可以 进驻 这个市场 ， 同时请记住， 随着需求的不断变化， 客户都是新的和现有的 。 评估你的能力 ， 这是一个关键时刻 ， 你必须诚实地评估你的长处和短处，你的能力和局限性。这适用于你公司 的所有部分（ 不论 是 公司办公室 、 分部或外地地点或合作伙