中小企业物流外包风险分析与防范策略 毕业论文外文翻译.docx

英文原文SMEs Logistics Outsourcing Risk Analysis and Prevention StrategiesAbstract: Logistics outsourcing, as a new logistics mode, plays an important role in focusing resources on core business, and also reduces logistics costs and improves customer satisfaction. However, when the enterprise selected the logistics outsourcing, there are also many risks. The success of logistics outsourcing depends largely on whether an enterprise can effectively prevent these risks. This paper studies a large number of books, periodicals, network resources, combines the reality, has analyzed the major causes of logistics outsourcing risk, and put them into two categories: the risk of implementation of logistics outsourcing and the risk of management of logistics outsourcing, then put forward the corresponding risk prevention strategies. This classification will help SMEs better understand the causes of logistics outsourcing risk and corresponding prevention strategies.Keywords: SMEs (Small And Mediumsized Enterprises) Logistics Logistics outsourcing Risk prevention strategiesI. INTRODUCTIONLogistics Outsourcing is generally name third party logistics, is called the contract logistics too, mean the service provider of the logistics utilizes the technology of modem logistics, at the designated time, appointed space position, offer the individualized, specialized, informationalized logistics service to consumers according to both sides appointed price. That is to say, enterprises concentrate resources on key business, but entrust some or all noncentral logistics business to the specialized logistics service provider by way of contract.II. THE NEED FOR LOGISTICS OUTSOURCING FOR SMEsA. Conducive to Resolving The Issue of SMEs with Limited ResourcesBecause the scale of SMEs is relatively small, the resources that have are limited, it can not obtain the competition advantage in all business fields, so enterprises must concentrate limited resources on key business. SMEs have limitation in logistics technology, information systems management and transport network, etc., this has determined logistics business will not often become key business of enterprises, and the outside outstanding logistics service provider undertakes the logistics business, can be while meeting enterprises logistics needs, do not take up the resources of enterprises too much, is conducive to SMEs to devote more financial, human and material resources to focus to product development and production process, make limited resources get the rational disposition in different links, thus improve enterprises competitiveness.B. Conducive to SMEs to Reduce CostsIn the fierce market competition, lower costs, it is the first-selected goal that enterprises pursue to raise profits. In the cost compositions of SMEs, the cost of logistics usually occupies larger proportion. Because the service provider of the logistics has modernized logistics technology, information management system, good transport network and experienced professional logistics technical staff, so, compared with enterprise self-logistics, the service provider of the logistics is more experienced and more professional in organizing the logistics activities of enterprises. Enterprises transfer relevant logistics business to service providers of the logistics to operate, give full play to their advantages of specialized logistics operation management, make enterprises only need to pay lower variable cost, thus reduced the overall operation costs of enterprises.C. Conducive to Improving Customer SatisfactionIn mature markets, consumers demand is more and more harsh. Consumers hope to meet their various service demands with the minimum total cost. Through logisticsoutsourcing, enterprises can utilize the information networks of the service provider of the logistics, accelerate dealing with the pace of customers order form, finish the delivery of the products as soon as possible; Can utilize modernized logistics technology of the service provider of the logistics to strengthen the control to the products in transit, can find and deal with problems arising in the distribution process in time, do the best to guarantee the products are sent to customers hands safely, fulfill the commitments to customer, thus improve the customers satisfaction.III. THE RISK OF IMPLEMENTATION AND MANAGEMENT OF LOGISTICS OUTSOURCING FOR SMEsA. The Risk of Implementation of Logistics Outsourcing1) Potential Conflicts of corporate culture: Because different enterprises must have differences in corporate culture, both sides are apt to hold different views to the same question, thus cause the difference, conflict, misunderstand and distrust between both sides, influence the stability of logistics outsourcing, cause the failure of logistics outsourcing finally.2) The Information Asymmetry between Co-operations: Between SMEs and logistics service providers is in fact a principal-agent relationship,when information asymmetry exists, the cooperation of both sides cant reach the optimum state. 3) Disclosure of Commercial Secrets: The credit mechanism of our country is still not complete, make both sides of the logistics business also have a credit problem in cooperating. The service provider of the logistics will understand a lot of management information inside enterprises directly or indirectly while offering the logistics service; On the other hand, much information of enterprises is offered through the service provider of the logistics too. The information is all enterprises important commercial secrets.B. The Risk of Management of Logistics Outsourcing1) Human Resource Risk: Implement logistics outsourcing, combine the original department of enterprises in order to realize the new business procedure, perhaps the workers of the relevant departments of enterprises will be anxious to lose the job from this, thus lost confidence in enterprise, lose motive force of working hard, make the achievement of the work drop, influence enterprises normal production and operating activities; Meanwhile, implementing logistics outsourcing will let some outstanding logistics talents inside enterprises not think enterprises paid attention to the logistics and left enterprises, but for dealing with the problem of the enterprise logistics outsourcing, logistics talents opinion is often more professional than that of enterprises head. If enterprises lack the logistics managerial talent with experienced and strategic eyes, success of logistics outsourcing will not be known where to begin.2) Unreasonable Logistics Outsourcing Contracts: Tight and rational outsourcing contract is logistics outsourcing successful beginning. Once both sides dispute in logistics outsourcing activity, the contract can restrain both sides. However, SMEs have inadequate experience to logistics business, while involving logistics outsourcing business technical indicator in the course of negotiating, enterprises are often in the passive position. 3) Lose sight of the phased evaluation of logistics outsourcing: When logistics outsourcing business is going on or when the contract expires, the quality of the service of the service provider of the logistics, SMEs did not go to review and appraise phasedly, screen carelessly as to all kinds of information, result in accumulating and enlarging the risk of logistics outsourcing, cant reflect the whole result of logistics outsourcing accurately finally.IV. PREVENTION OF LOGISTICS OUTSOURCING RISK FOR SMEsA. Prevention of The Risk of Implementation of Logistics Outsourcing1) Setting-up of competition and incentive mechanism between a lot of logistics service providers: When the SMEs implements logistics outsourcing, in order to avoid pinning down by the single service provider of the logistics, can choose two or more than two logistics service providers at the same time. Meanwhile, in order to let the service provider of the logistics offer good service, enterprises introduce competition mechanism among service provider of the logistics, let the service supplier of the logistics compete for each other to obtain more logistics business, offer the best logistics outsourcing service to SMEs, the risk of logistics outsourcing is thereupon weakened too.Setting up competition mechanism of the service provider of the logistics can proceed with several following respects:a) For logistics service providers to establish a comprehensive evaluation system:Prepare enough potential logistics service providers, thus form the competition pressure for the incumbent logistics service provider.b) The establishment of elimination mechanism: It is the law of nature that the things survived in this world to select the superior and eliminate the inferior, it is no exception that enterprises implement logistics outsourcing. In order to make the service provider of the logistics keep a higher logistics service level, enterprises need to set up the mechanism of awarding or punishing, eliminate the service provider not up to standard.c) Make rational contract term: Indentured period is too short, the service provider of the logistics will certainly present some acts for expediency, reduce the service level of the logistics; Indentured period is too long, the service provider of the logistics will lack the sense of urgency, lead to the fact the service level of the logistics drops, so SMEs will make rational contract term according to ones own situation.2) Establish an information sharing mechanism:While implementing logistics outsourcing, in order to avoid the information asymmetry, reaches the goals of both sides, the two sides concerned should recommend setting up information sharing mechanism, set up information sharing system through the information technology. Both sides should all be convenient to obtain some key information. Meanwhile, both sides agree on in the contract, will bear corresponding legal liability when revealing the other sides commercial secret in one party.3) Promote the trust of both sides in cooperatin: Whether logistics outsourcing succeeds or not, needs SMEs to make joint efforts with the service provider of the logistics, so overall cooperation and trust are one of the important reasons why logistics outsourcing is successful. The two sides concerned should each other trust, keep understanding each other, both sides should respect each other while running into the new problem, avoid adopting the improper choice because of distrusting, can reduce the misunderstanding of both sides only in this way, thus build a good cooperative environment together, reduce the risk of logistics outsourcing.B. Prevention of The Risk of Management of Logistics Outsourcing1) Emphasis on human resource management, improve the mechanism for staff training: Planning to implement logistics outsourcing, the chieftain should communicate with the staff in time, understand relevant staffs attitude, thus take the corresponding measure, make the human resources risk caused by adopting logistics outsourcing lower to the least intensity. In addition, SMEs should strengthen the pre-job training, on-the-job training of the technical staff of the internal logistics, through different ways and various channels, train the logistics managerial talents of enterprises. Because technical staff of the logistics can not merely offer the valuable suggestion about Logistics outsourcing for enterprise, and can also prevent the cooperator from thinking enterprises lack the logistics expert and despise enterprises, and then redound the price of the logistics service or offer worse logistics service.2) Signed tight reasonable logistics outsourcing contracts: In order to guarantee the tightness, rationality and scientific of logistics outsourcing contract, SMEs will carry on detailed analysis to ones own logistics outsourcing demand before signing a contract. In conclusion of logistics outsourcing contract, enterprises should pay special attention to several key contents, try hard to avoid the omission situation. 3) Pay attention to the phased evaluation of logistics outsourcing: In order to prevent the risk in logistics outsourcing course from enlarging, phased evaluation is one of the most effective methods. In the course of implementing logistics outsourcing, the risk may at any time appear, so should do accumulation of the information material more in the usual, and put all kinds of information in order and screen in time, should excavate the information of the market environment, in order to find existing or potential logistics outsourcing risk as soon as possible, dispel logistics outsourcing risk at minimum or embryonic stage, thus avoid causing greater losses to enterprise.V. CONCLUSIONSMEs utilize logistics outsourcing to concentrate ones own limited resource to the key business field, can reduce cost of logistics and operating cost, and obtain more professional logistics service at the same time. But there are various uncertain factors during the process of implementing logistics outsourcing, If enterprises do not reply prudently, will bring the calamitous consequence to oneself So, SMEs, while choosing to implement logistics outsourcing, should learn to identifY, analyze and study the various risks that may arise, set up corresponding prevention risk mechanism, will improve and expand enterprises own abilities to resist risk greatly, let enterprises really obtain more favorable market position through logistics outsourcing. 附录二：英文译文中小企业物流外包风险分析与防范策略摘要： 物流外包作为一种新的物流模式，不仅在企业专注核心业务过程中扮演重要的角色，还为企业降低物流成本和提高客户满意度做出了贡献。然而，当企业选择了物流外包，也会面临许多风险。物流外包的成功在很大程度上取决于企业是否能有效地防止这些风险。本文研究的书籍，期刊，网络大量资源，结合实际分析了物流外包风险的主要原因，并把它分为两类：物流外包的实施风险和物流外包的管理风险，然后提出了相应的风险防范策略。这一分类将帮助中小企业更好地了解物流外包的风险及相应预防策略。关键词： 中小企业 物流 物流外包 风险 预防策略一、前言物流外包指第三方物流，被称为合同物流也指物流服务提供者在指定的时间利用了现代物流技术，在指定的时间、 委任空间位置，为双方委任价格根据消费者提供个性化、 专业化、 信息化的物流服务。这就是说，企业专注于核心业务的资源，但某些或所有非中心物流业务通过合同方式委托给专业的物流服务提供商。二、物流外包对中小企业的必要性（一) 有利于解决资源有限的中小企业的问题中小型企业的规模相对较小，因为有的资源是有限的它可以获得所有业务领域的竞争优势，使企业必须将有限的资源集中关键业务。中小型企业在物流技术、 信息系统管理和运输网络等限制，这就决定了物流业务不会经常成为关键业务的企业，与外部优秀的物流服务提供商开展物流业务，可以满足企业的物流需求的同时，不会占用企业的资源太多，有利于中小型企业投入更多的财力人力和物力资源集中到产品开发和生产过程中，使有限的资源合理配置不同的链接，从而提高企业的竞争力。（二） 有利于中小企业降低成本在激烈的市场竞争中，更低的成本是企业追求提高利润的首选目标。在成本组成的中小型企业，物流成本通常占据了较大的比例。因为物流技术、 信息管理系统、 良好的交通网络和经验丰富的专业物流技术人员，拥有现代化的物流服务提供商，所以，相比企业自我-物流、 物流服务提供商是经验更丰富、 更专业组织企业的物流活动。企业转让有关的物流业务的运作，充分发挥自身优势的专业化物流运作管理，使企业只需要支付较低的可变成本的物流服务提供商，从而降低企业的整体经营成本。（三） 有利于提高客户满意度在成熟的市场，消费者的需求是变得越来越苛刻的。消费者希望以满足其不同的业务需求，以最低的总成本。通过物流外包，企业可以利用的物流服务提供商的信息网络，加快处理客户的订单窗体的步伐；尽快完成交付的产品还可以利用现代化的物流技术的物流服务提供商加强控制在传输过程中的产品，可以找到和处理时间在分发过程中产生的问题，做最大努力保证产品安全地发送到客户的手中，满足客户的承诺，从而提高客户的满意度。三、中小企业物流外包的管理风险（一） 物流外包的实施风险1企业文化的潜在冲突由于不同的企业必须在企业文化的差异，双方都持有不同意见容易对同一问题，从而造成差异，冲突，误解和双方的不信任，影响了物流外包的稳定，导致物流外包最终失败。2合作双方的信息不对称中小企业与物流服务商其实是一种委托代理关系，由于信息不对称的存在，双方的合作不能达到最佳状态。3披露商业秘密我国的信用机制仍然是不完整，使双方的物流业务也有一个合作的信用问题。在物流服务提供者能够理解一个企业内部的管理信息很多，而直接或间接提供;另一方面，大量的信息企业也是通过物流服务供应商提供的，这些信息是所有企业的重要商业秘密。（二） 物流外包的管理风险1人力资源风险实施物流外包，结合原部门也许为了实现新的业务流程的企业，企业有关部门的工人会急于失去这份工作，从这一点，因此失去了信心，在企业中的，失去努力工作的动力，让我们成就未来的工作放，影响企业正常的生产、 经营活动 ；同时，实施物流外包会让一些优秀的物流人才企业内部不想支付企业重视物流和左的企业，但处理企业物流外包的问题，物流专业人才的意见往往是更多专业比企业的头。如果企业缺乏经验和战略的眼睛的物流管理人才，物流外包的成功不能知道从哪里开始。2不合理的物流外包合同合同严密和合理的外包是物流外包成功的开始