3PL美国用户和供应商调查.ppt

Dr.RobertC.Lieb,NortheasternUniversityBrooksA.Bentz,AccentureChicago,September23,2003,TheCouncilofLogisticsManagementThirdPartyLogisticsUpdate:AnnualU.S.UserandProviderSurveys,The11thAnnualU.S.Fortune500ManufacturerUserSurveyThe10thAnnualU.S.3PLProviderSurveyConcludingObservationsandImplications,The11thAnnualU.S.Fortune500ManufacturerUserSurveyThe10thAnnualU.S.3PLProviderSurveyConcludingObservationsandImplications,Fortheseventhyearinarow,morethantwo-thirdsofthosesurveyedindicatedtheyuse3PLservices,andthereportedusageratehasreachedarecordhighof81percent.,Useof3PLServices,PercentofManufacturersReportingUseof3PLServices,SurveyYear,38%,81%,Manufacturerscurrentspendingon3PLservicesandtheirthree-yearprojectionshavereachedrecordlevels.,3PLPercentageofUserLogisticsBudget,PercentageofLogisticsOperationsBudget,OperatingYear,3-yearprojections,33%,40%,Freightpayment,shipmentconsolidation,directtransportation,customsbrokerage,warehousemanagement,freightforwarding,carrierselection,andtracking/tracingservicesareusedbymorethanhalfofthemanufacturers,andtheusagerateincreasedinmostcategoriessincelastyear.,3PLServicesUsed,Percentofuserscitinguse,ContractmanufacturingSelectionofsoftwareCustomersparepartsOrderprocessingFleetmanagement/operationsMergeintransitOperationofITsystemsReverselogisticsProductreturnsOrderfulfillmentRe-labeling/repackagingRatenegotiationMeasurementofcarrierperformanceTracking/tracingCarrierselectionFreightforwardingWarehousemanagementCustomsbrokerageDirecttransportationserviceShipmentconsolidationFreightpayment,3PLservicesyieldvaryingdegreesofcostandserviceimprovements.,Usersindicatedthatthefollowing3PLservicesgeneratedthegreatestcostsavings:WarehousemanagementRatenegotiationShipmentconsolidationFreightpaymentDirecttransportationUsersindicatedthatthefollowing3PLservicesgeneratedthegreatestservicebenefits:WarehousemanagementOrderfulfillmentFreightpaymentDirecttransportationFleetmanagement/operations,Positive,Noimpact,Negative,77%,Verypositive,3PLusehasgenerallyresultedinpositivecost,serviceandcustomersatisfactionimpact,andthepercentageofpositiveresponsesincreasedsubstantiallythisyear.,85%,65%,Positive,Noimpact,Negative,Verypositive,Positive,Noimpact,Negative,Verypositive,Manyvendorsandcustomersofthese3PLusersusethesame3PLprovider,andthispromotessupplychainintegration.ButthoseprovidersplayalimitedroleinprovidingeffectiveITlinkagesbetweenthesupplychainpartners.,Forty-ninepercentofthe3PLuserssaidthattheirmajorvendorswerealsoservedbythesame3PLproviderFifty-sevenpercentoftheuserssaidthattheirmajorcustomerswerealsoservedbythesame3PLproviderSixty-eightoftheuserssaidthatthiswasveryimportantorimportantinpromotingintegrationoftheircompaniessupplychainsHowever,lessthanone-thirdoftheuserssaidthattheir3PLproviderplayedaveryimportantorimportantroleinestablishingandmaintainingeffectiveITlinkageswiththeirmajorvendorsorcustomersOnly22%oftheusersrankedtheir3PLprovideras“leadingedge”withrespecttoITexpertiseandcapabilities,Theeconomicslowdowncontinuedtoaffectthevolumeofbusinessgivento3PLprovidersbyusers,butuser/providerrelationshipsarestillstrong.,Fourteenpercentsaidthattheyhadincreasedthevolumeofbusinessgiventheir3PLprovidersduringtheslowdown,57%saidtheslowdownhadnoeffectonvolume,and29%saidithadledtolowervolumeHowever,only4%believethattheslowdownhashadanegativeeffectontheirrelationshipwiththeirprimary3PLprovider,Infact,one-quarteroftherespondentsbelievethatitstrengthenedtherelationship,andsaidthattheyarecommittedtothe3PL“partnerships”regardlessofeconomicconditions,Withrespectto3PLindustryprofitability,alltheusersidentifiedinthesurveybelievetheindustryisatleastinbreakevencondition.,Fourpercentcategorizedtheindustryasveryprofitable,80%saiditwasmoderatelyprofitable,and16%labeledtheindustryasbreakevenintermsofprofitability,Only16%expressedconcernsaboutthelong-termviabilityofthe3PLbusinessmodel.Thatwasconsiderablylowerthanthe34%ofrespondentstolastyearssurveywhohadsimilarconcerns,Manyusersarepositivetowardsincreasing3PLuse,butthepercentagethatwouldincrease3PLusehasdeclinedduringthepastseveralyears.,Howrespondentswouldmodifytheircompanysuseof3PLservicesiftheyweregivencompleteresponsibilityforthedecision,2003,Substantiallyincreaseuse,Moderatelyincreaseuse,Staythesame,Moderatelydecreaseuse,34%,45%,6%,13%,Eliminateuse,2%,Eighty-fourpercentofusersbuy3PLservicesinternationally,andmanyarecurrentlymanufacturingand/orsellinginChina.,Fiftypercentofthecompaniesthatuse3PLservicescurrentlymanufactureproductsinChina,withnearlytwo-thirdsofthemdoingsoincompany-ownedfacilitiesSeventy-twopercentofthosecompanieshaveincreasedthevolumeofmanufacturingdoneinChinaduringthepastseveralyears,withmorethanone-thirdofthosecompaniesindicatingthatvolumeincreasehasbeensubstantial,Seventypercentofthecompaniesthatuse3PLservicescurrentlysellproductsinChina.Fortypercentselltheirproductsdirectly,30%usemiddlemen,and30%reportedusingbothoptionsHowever,only39%ofthecompaniesmanufacturingand/orsellinginChinause3PLproviderstosupporttheirChineseactivities,3PLservicescurrentlyusedinChina.,Forthisgroupofcompanies,themostfrequentlyused3PLservicesinChinaaredirecttransportationservices(39%reportuse),warehousing(22%),freightforwardingservices(11%),andvendormanagedinventoryhubs(11%)Two-thirdsoftheusersreportthattheyaresatisfiedorverysatisfiedwiththe3PLservicestheycurrentlyuseinChina,Only19%saidtherewere3PLservicesthattheywouldliketousethatarenotcurrentlyavailableinChinaSimilarly,lessthanoneinfourindicatedtheyhadanysignificantproblemseitherfindingorusing3PLprovidersinChina,Existing3PLusersofferawidevarietyofsuggestionstomanagersinothercompaniesconsideringtheuseof3PLservicesforthefirsttime.,Themostfrequentlyofferedadvicefollows:Identifykeyperformanceindicatorsandtargets,andincorporatethemintothecontractSolicitmultipleRFPsandcheckreferencesverycloselyDevelopaccurateinternalcostestimatesbeforecontactingpotentialserviceprovidersDonotgiveupcompletecontrolofyoursupplychaintoyour3PLproviderMakesureyouunderstandthetechnologicalissuesinvolvedintherelationshipbeforesigningthecontract,The11thAnnualU.S.Fortune500ManufacturerUserSurveyThe10thAnnualU.S.3PLProviderSurveyConcludingObservationsandImplications,CEOsof20ofthelargest3PLsoperatingintheUnitedStatesparticipatedinthesurvey.,Year20033PLProviderSurveyParticipants,APLLogisticsCardinalLogisticsCaterpillarLogisticsC.H.RobinsonCo.DSCLogisticsEagleGlobalLogisticsExelLogisticsGeoLogisticsLandstarMenloLogistics,PenskeLogisticsRyderSchneiderLogisticsSirvaLogisticsTibbetandBrittenGroup,NorthAmericaTNTLogistics,NorthAmericaTUPSSupplyChainSolutionsUSFLogistics,Inc.USCODistributionServices.Inc.,Operatingrevenuescontinuetogrowdespitetheeconomicslowdownofthepastseveralyears.,Average3PLCompanyRevenue,$1.05B,$1.18B,$545M,$610M,OperatingRevenue($millions),Operatingyear,$1.38B,$1.86B,But,forthesecondstraightyear,many3PLprovidersdidnotmeettheirrevenueprojections.,Inrespondingtothisyearssurvey,onlythreeCEOsreportedthathiscompanyhadexceededitsyearlyrevenuegrowthprojections(onelastyear)Eightcompaniesmettheirrevenuegrowthprojections(sameaslastyear)Eightcompaniesfailedtomeettheirrevenuegrowthprojections(ninelastyear)Inour2001CEOsurvey,ninecompaniesreportedexceedingtheirrevenuegrowthprojections,tenmettheirprojections,andonlyonefailedtomeettheirprojections,Existingclientsstillaccountforthemajorityofrevenuegrowth.,Percentageofrevenuegrowthcomingfromexistingclients,58%,55%,58%,68%,OperatingYear,SourcesofRevenue,53%,59%,Thepaceofmergerandacquisitionactivitydeclinedsubstantiallyduringtheyear.,OnlythreeCEOsindicatedthattheircompaniesmadesignificantacquisitionslastyear(eleveninthe2002survey)Onaverage,overthenextthreeyears,theCEOsonlyexpect15%oftheirrevenuegrowthtobegeneratedbyacquisitionsSixCEOsexpecttogeneratenogrowththroughacquisitionsduringthatperiodSevenoftheCEOsconsidertheircompaniestobeacquisitiontargets,M/Ain3PLIndustry,Most3PLprovidersspecializeinalimitednumberofindustryverticals.,Thirteenofthe19CEOswhoansweredthisquestionsaidtheircompaniesdidsoMosttypicallytargetedseveralverticalsTheindustriesmostfrequentlytargetedwere:retailing(8mentions),automotive(7),andelectronics,hightechnology,consumergoodsmanufacturingandhealthcarewithsixeachTheindustryverticalsmostaffectedbytherecessionwerehightechnology,telecommunication,automotive,electronicsandretailingTheindustryverticalsleastaffectedbytherecessionwerehealthcare,automotive,consumergoodsmanufacturing,andfood/tobacco,3PLsarebecomingincreasinglycustomerselective.,Fifteenofthe19CEOswhoansweredthequestionindicatedthattheircompanieshadfocusedincreasingattentiononthequalityofexistingaccountsEightofthose15saidthatattentionhadintensifiedduringtherecessionThatqualityofaccountfocushasaffectedtheirsales/marketingandcontractrenewalprocesses.Someprovidershaveplacedmoreemphasisontargetedindustries,renegotiatedcontracts,upgradedthequalityofserviceofferedtotheir“improved”customerbase,anddroppedsomeunprofitableaccounts,Theglobalizationofthe3PLindustrycontinues.,AllbutthreeofthecompaniesincludedinthesurveygeneraterevenuesoutsidetheU.S.Onaverage,thoseoperatingoutsideoftheU.S.generateslightlylessthanone-thirdoftheirrevenuesinforeignmarketTheCEOsforecastthatpercentagetoriseoverthenextthreeyearsTheCEOsweresplitintermsofthesignificanceoftheexpansionofEUmembershipsevensaiditwassignificantorverysignificanttotheircompanies,andeightsaiditwasnotsignificant,Providerofferingof3PLservicesinChina,Elevenoftheproviderscurrentlyoffer3PLservicesinChinaTheoperationsarelimitedinscope,averaging2%oftheprovidersrevenuebaseTheCEOsprojectthattodoubleby2005;fourcompaniesexpecttogeneratemorethan10%oftheirannualrevenuesinChinaby2005ThemostcommonmarketentrystrategyusedhasbeenformationofoperatingallianceswithChinesepartners,butjointventuresanddirectinvestmentstrategieshavealsobeenused,Someofthesecompaniesarelikelytoformwholly-ownedsubsidiariesinChinaasownershipregulationschange,MarketdynamicsandbusinessopportunitiesinChina.,AccordingtotheCEOs,themostimportantChinesemarketdynamicsarerelaxationofgovernmenttrade/ownershiprestrictions,thecontinuinggrowthoftheChineseeconomy,theexpansionofChinesemanufacturingcapabilities,transportationinfrastructureimprovements,andthecontinuedWesternizationofbusinesspracticesinChinaTheyidentifiedthefollowingbusinessopportunitiesinChina:oceanfreightforwarding,supportforexistingcustomersdoingbusinessinChina,theemergingautomotivesector,supportformultinationalcompaniesenteringChina,andprovisionofdomesticdistributionservices,Thisyearsindustrydynamicsagainhighlightedpricingpressures,thedemandfor3PLservices,andglobalizationpressures.,Totalpoints,3PLIndustryDynamics,Movementofforeign3PLprovidersintoU.S.Large-scale3PLmergersGrowinginterestinoutsourcingbroaderarrayofservicesIncreasedpressuretointernationalizeContinueddownwardpressureonpricing,CEOsseethegreatestindustryopportunitiesinexpansionofintegratedsupplychainserviceofferings,furtherglobalexpansion,andfurtherITsupplychainintegration.,3PLIndustryOpportunities,Totalpoints,ReducedcustomizationFurtherITsupplychainintegrationContinuedglobalizationExpansionofintegratedsupplychainservices,Inadequateprofitability,staffingissues,anddifficultydeliveringonpromisestocustomersarethemajorproblems.,3PLIndustryProblems,Totalpoints,LongsellingcycleHighcost/lowreturnontechnologyinvestmentsDeliveringonpromisesFinding/keepingtalentInadequateprofitability,CEOsprojectstrongrevenuegrowthfortheircompaniesforthenextthreeyears.,CEOProjectionofTheirCompanysGrowthRate,Nextyear,Nextthreeyears,Surveyyear,Projectedgrowthrate,25%,23%,26%,24%,25%,23%,23%,26%,22%,18%,16%,15%,CEOsalsoprojectrevenuegrowthforthe3PLindustry,butatamuchlowerratethaninprevioussurveys.,CEOProjectionofIndustryGrowthRate,Nextyear,Nextthreeyears,Surveyyear,Projectedgrowthrate,19%,18%,17%,16%,16%,17%,15%,17%,11%,12%,8%,10%,The11thAnnualU.S.Fortune500ManufacturerUserSurveyThe10thAnnualU.S.3PLProviderSurveyConcludingObservationsandImplications,Fortune500Manufacturerscontinuetoembracethe3PLservicesmodel.,Morethan80%ofFortune500Manufacturersuse3PLservicesOnaverageusersgive33%oftheirannuallogisticsoperatingbudgetsto3PLs,andprojectthattogrowto40%by2005.Bothofthosenumbersareall-timehighsinoursurveysNearlytwo-thirdsoftheusershaveused3PLservicesformorethanfiveyearsThereportedusagerateincreasedinmost3PLservicecategoriesduringthepastyearMorethan80%oftherespondentsuse3PLservicesininternationalmarkets,andapproximatelyhalfmanufactureand/orsellinChina,20033PLUserSurveyObservations,Fortune500Manufacturerscontinuetoembracethe3PLservicesmodel.(continued),However,onlyslightlymorethanone-thirdofthosecompaniesuse3PLservicesinChinaMostuserssay3PLusehashadapositiveimpactonlogisticscostandservicelevels.Duringthepastyear,thepercentageofpositiveresponsesincreasedineachcostandservicelevelcategoryexaminedApproximatelyhalfoftheuserssharetheirprimary3PLprovideralsowiththeirmajorvendorsandcustomers,andmorethantwo-thirdsofthembelievethispromotessupplychainintegrationBut,onlyapproximatelyone-thirdofthoseusersbelievetheir3PLprovidersareimportantinprovidingITlinkageswiththeirsupplychainpartnersMostusersbelievethe3PLindustryisleastmoderatelyprofitable,20033PLUserSurveyObservations(continued),3PLproviderswillseektoenhanceprofitabilitythroughincreasedspecializationandemphasisoncustomerquality.,ThesecompanieshavecontinuedtobroadentheirserviceofferingsEightofthe19companiesexamineddidnotmeetrevenuegrowthprojectionslastyearThepaceofmergerandacquisitionactivityinvolvingthesecompanieshasdeclinedsignificantlyIncreasinglythesecompaniesfocustheirattentiononalimitednumberofindustryverticalsCustomerselectivityisalsoincreasingastheprovidersalsofocusonaccountqualityThesecompaniescontinuetoexpandtheirinternationaloperations,andmorethanhalfprovide3PLservicesinChinaTheseChineseoperationsarequitelimitedinscope,buttheyareprojectedtogrow,20023PLCEOSurveyObservations,3PLproviderswillseektoenhanceprofitabilitythroughincreasedspecializationandemphasisoncustomerquality.(continued),TheCEOsidentifiedcontinuedpricingpressures,increasedcustomerinterestinoutsourcingabroaderrangeoflogisticsactivities,andcontinuedglobalizationpressureasthemajor3PLindustrydynamicsExpansionofintegratedsupplychainservices,continuedglobalization,andfurtherITintegrationwereselectedbytheCEOsasthemostimportant3PLindustryopportunitiesInadequateprofitability,staffingproblems,anddifficultiesdeliveringonpromisestocustomerswereidentifiedastheindustrysmostpressingproblemsTheCEOscontinuetoprojectstrongrevenuegrowthratesfortheircompaniesintheoneandthreeyeartimeframes,butthoseprojectionsaremuchlowerthanlastyearCEOprojectionsofindustryrevenuegrowtharealsosubstantiallylowerthanlastyearforbothtimeframes,20023PLCEOSurveyObservations(continued),Conclusionsandimplicat