我国第三方物流中存在的问题原因及战略选择外文资料翻译大学论文

1、商场现代化 , 2006, 02(S): 90-91.Chinas third-party logistics problems, causesand strategic choiceZhejiang Sci-tec UniversityAbstract: Chinas logistics industry has just started, third-party logistics and other aspects of the theory and practice are relatively weak. The paper points out the problems of th

2、eThird Party Logistics is the gap between domestic and international third party logistics, logistics efficiency is not high, the lack of systematic management, and logistics platform to build lag behind the concept of logistics management, and so on. Analyzed the causes of such problems arising and

3、 proposed lean logistics, small and medium enterprise value chain alliances third party logistics, large third-party logistics companies such as virtualization strategy choice of three third-party logistics enterprise development strategies.Keywords:Third party logistics;lean logistics strategy;valu

4、e chain alliances; virtualization strategy1. IntroductionFor a long time, Chinas domestic enterprises procurement, transportation, warehousing, agents, packaging, processing, distribution and other aspects of control is not strong, in the Procurement black hole, Logistics trap in the waste is diffic

5、ult to calculate losses.Therefore, third-party logistics research, the overall effectiveness in promoting the improvement of Chinas economy has a very important theoretical and practical significance. This article attempts to my policy of three logistics problems and analysis of the causes of and pr

6、opose several possible third-party logistics strategic choice.2. Third party logistics industry in Chinas major problems(A) The national policy of three logistics companies and foreign big gap between third-party logistics companies, specifically in the following areas:1. economies of scale and capi

7、tal gap significantly. Because third-party logistics companies large foreig n strategic dep arture from the global bus in ess, its adva ntages of scale and cap ital is no doubt, esp ecially start- up p eriod of three logistics p olicy I, its very small size, strong cap ital that foreig n gia nts Chi

8、na enterp rises to shame.2. I state policy of the logistics enterprises provide three logistics service level and quality con trol rather tha n foreig n counterp arts. Whe n some domestic enterp rise is still in logistics interp reted as trucks, add warehouse logistics enterp rises abroad already co

9、mpleted a series of standardized transformation. Meanwhile, foreign logistics orga ni zatio nal ability so po werful, Germa ny, for exa mple, a third-party logistics company, all asp ects of logistics exp erts across all over Europ e. If the goods by a customer n eeds of different countries, so thes

10、e experts from all over Europe in online design a the best logistics solutions. This provides solutions is the ability that the core competenee of third-party logistics companies, unlike domestic companies claim to having many ship, how many car.3. Chi nas accessi on to WTO, lower the threshold of t

11、he logistics in dustry. The logistics service in dustry: our commitme nt to all of the services sector, after a reas on able tran siti on p eriod, to can cel most of the foreig n equity limit does not restrict access to foreig n service p roviders the curre nt market, do not restrict all the service

12、 sectors and the exist ing market access activities. The sec on dary distributio n services while also maki ng a similar commitme nt. These restrict ions will be p hased out after 3-4 years, duri ng which foreig n service pro viders can create a hun dred per cent wholly-ow ned subsidiaries or bus in

13、 ess sector, the domestic logistics in dustry will face intern ati onal comp etiti on.(B) serious waste of resources, third party logistics efficiency is not high. From the microsc opic point of view, due to the impact of the planned economy, a long time many enterp rises, esp ecially state-ow ned e

14、nterp rises to go the large, small route, they have their own warehouse, fleet, and eve n ocea n-go ing vessels team, result ing in wast ing a lot of the logistics process, the specific performanee of the idle warehouse, logistics decentralized operation, the low level of organization, transverse jo

15、int weak. And to p rovide in tegrated, moder n, pro fessi on al, pun ctual, efficie nt services to third-party logistics enterp rises are very small. From a macro point of view of econo mic devel opment of third-party logistics failed to kee p up with the pace of the formatio n of in dustrial man ag

16、eme nt model, but only with the transpo rtati on, telecom muni cati ons, commercial materials, foreig n trade and other sectors of the in tegrati on and collaborati on.(C) the lack of systematic man ageme nt, equipment sta ndardizati on is low. Most of the current third-party logistics enterprises i

17、n China under the traditional system based on materials circulation enterprises developed, the service mainiy stay in the storage, transpo rtati on, lack of systematic man ageme nt, logistics, low efficie ncy, lack of effective third party logistics functions Play. In addition, the fragmentation of

18、Chinas logistics sector, making the link in the transportation logistics and equipment standards are not uniform, does not support curre nt sta ndards for p hysical facilities, result ing in the in crease in third-p arty logistics inv alid op erati on, sp eed, and reduce costs.(D) third-party logist

19、ics p latform to build lag, lower degree of in formatio n tech no logy.Third-party logistics and distributionplatforms, including physical network and information network, physical network refers to the logistics facilities, transportation, transportation hubs in the geographical location of the rat

20、ional distribution and the formatio n of p hysical n etwork; in formatio n n etworks that use third-party logistics bus in ess and in formatio n tech no logy, In formati on resources to their cha in in tegrati on and the formatio n of a shared n etwork of in formatio n resources. The status of p hys

21、ical n etwork are: low levels of third-party logistics and equipment, and in formatio n n etworks also lack the n ecessary p ublic logistics p latform.(E) the concept of logistics man ageme nt of domestic enterp rises is still very backward, which greatly restricts the development of third party log

22、istics. For example: Some companies believe that inven tory in formati on is con fide ntial bus in ess in formati on must be man aged by the enterp rises themselves, the class of bus in ess activities while outsourc ing the managementconcept difficult to accept, often resulting in control of their o

23、wn poor man ageme nt of logistics, bus in ess comp etiti on in the market weake ns Force.3. Causes of p roblems analysis(A) lack of modern logistics management knowledge and expertise of logistics personnel. This is the third-party logistics industry in restricting the development ofChin as most imp

24、 orta nt one of the bottle necks. Logistics kno wledge, esp ecially in moder n integrated third party logistics knowledge is far from being universal, but that its main bus in ess areas is to pro vide transpo rtati on and warehous ing services, not know that it is new to these traditi onal bus in es

25、s in tegrati on of its bus in ess fields Far too simple to become connected with transport and storage of raw materials, semi-finished products supply, production process, material flow, the whole process of product distribution services, as cover flow, solid logistics, cap ital flow, in formatio n

26、flow is equal to the in tegrated system of systems.(B) fails to effectively use moder n tech no logy. This situati on has greatly restricted the cultivati on of third-party logistics compani es, affecti ng their overall comp etitive stre ngth in creased. Chi nas accessi on to the WTO, domestic enter

27、p rises will face third-party logistics strong competition from abroad, the domestic third-party logistics industry is difficult to p rovide low-cost, high quality and efficie nt service.(C) subject to the con stra ints of traditi onal man ageme nt systems. Fragme ntati on in the traditi onal in sti

28、tuti onal arran geme nts,third p arty logistics activities have bee n sep arated from many differe nt sectors such as transp ortati on, p ost and telecom muni cati ons, foreig n trade, domestic trade and only invo Ives the transport in dustry to the Min istry of Railways,Ministry of Communications,

29、etc. Some departments, the lack of efficient collaboration betwee n dep artme nts, result ing in the transport p rocess of rotati on of the mode of transport and time-c onsuming part of the cost of logistics in the p rocess of beco ming tra p. There are also p rocedures for customs man ageme nt, mat

30、erial p rocureme nt and other asp ects of some of the pro visi ons of the logistics enterp rises also raise the level of in tegrated services and bus in ess devel opment areas, thus restrict ing the rapid devel opment of third-p arty logistics in dustry.4 .The third p arty logistics enter prise stra

31、tegic choiceSummarized the latest of several foreign logistics theory and the development of third-party logistics with the current practice of foreign, third-party logistics firms strategic choice to have the follow ing three:(A) Lea n Logistics StrategySince the lag theory and p ractice of logisti

32、cs, our most exte nsive third-party logisticscompany or bus in ess, it can not accurately p ositi on their logistics services. If you do not reverse this situation as soon as possible, will be third-party logistics industry in China have restricted role. Lean production theory of logistics for our t

33、hird-party logistics company provides a new development ideas for these enterprises to survive in the new economy and development opportunities. Lean Logistics concept originated in lean manu facturi ng. It is p roduced from the Toyota Motor Corpo rati on 70 years in the last century by the original

34、 Toyota Production System, after research by the MassachusettsIn stitute of Tech no logy pro fessor and summary, was p ublished in 1990 p ublished cha nge the world of machi nes), a book. Lea n thi nking is the use of various moder n man ageme nt methods and means, based on the needs of society to f

35、ully play the role of people as a fun dame ntal and effective allocatio n and rati onal use of corpo rate resources to maximize econo mic ben efits for enterp rises to seek a new Man ageme nt p hilos op hy. Lea n LogisticsLean Thinking is the application in logistics management, logistics developmen

36、t must reflect. The so-called Lea n Logistics means: the p rocess by elim in at ing the p roducti on and supply of non-value added waste in order to reduce stocking time, improve customer satisfacti on. The aim of Lea n Logistics accord ing to customer n eeds, pro vidi ng customers with logistics se

37、rvices, while pursuing the pro visi on of logistics services in the p rocess to mi ni mize waste and delay, the p rocess of in creas ing value added logistics services. Lea n logistics system is characterized by its high-quality, low cost, con ti nu ous impro veme nt, drive n by customer dema nd ori

38、e nted logistics system. It requires establishi ng the customer first thought, on time, accurate and fast delivery of goods and in formati on.In short, Lean Logistics, as a new management ideas, bound to have a third-party logistics enterp rises in China have far-reach ing imp act, it will cha nge t

39、he app eara nee of the exte nsive third party logistics man ageme nt concept, the formatio n of third party logisticsCore comp etitive ness.(B) the establishme nt of small and medium third party logistics value cha in allia neeThird-p arty logistics enterp rises of small and medium can not be indepe

40、ndent because of their on e-st op logistics services to pro vide full shortco min gs, and because the small size of assets, services, n ot wide area so that small and medium enterp rises in Chin as logistics third party logistics in dustry at a disadva ntage. Therefore, third party logistics for sma

41、ll and medium enterp rises, starti ng from their own resources to con struct their own core comp ete nee is the key. As small and medium enterp rise features of a si ngle third-party logistics and incompiete, so based on their respective core competencies based on the structure of the logistics bus

42、in ess enterp rise coop erati on is an effective cap acity to make up for deficiencies, constitutes a feasible way of competitive advantage of logistics. Value cha in is the use of systems app roach to inv estigate the in teract ion betwee n bus in ess and the an alysis of all activities and their a

43、ccess to the resources of comp etitive adva ntage. Value of the bus in essactivities fall into two categories: basic activities and support activities.Basic activities are invo Ived in p roduct creati on and sale of the material tran sferred to the buyer and after-sales service activities. Basic act

44、ivities of supporting activities is to assist the reve nue by pro vid ing outsourc ing, tech no logy, huma n resources and a variety of functions to support each other. Theory to an alyze the value cha in study the value of third p arty logistics cha in comp ositi on, can be found in auxiliary activ

45、ities, third party logistics enterp rise and gen eral bus in ess is no differe nt, the basic activities in the third-p arty logistics companies has its own characteristics. Third-party logistics enterprises there is gen erally no commodity p roducti on p rocess, only the re-circulati on p rocess, do

46、es not acco unt for major components of a wide range of third-party logistics companies and thus become the basic operating activities of storage, transport, packaging, distribution, customer service and marketi ng, etc. li nk. Various asp ects of the basic work activities, due to their own limited

47、resources and cap acity, can not have every aspect of an adva ntage in that value chain in terms of some of the deficiencies, resulting in their overall logistics function not compi ete, lack of corres ponding comp etitive ness and comp arative adva ntage in some sectors of the value cha in due to l

48、ack of overall effect should not p lay. Therefore, third p arty logistics in dustry, small and medium sized logistics enterp rises with in theUnion, should be based on the value chain between compiementary on the basis of cooperation, make full use of professional logistics companies and logistics f

49、unctions of sp ecialized logistics orga ni zati on and coord in atio n of age nts Flexible comp leme ntary in tegrated logistics cap abilities. Third-p arty logistics for small and medium enterp rises, value chain should start with the advantage of links to explore and develop the core competitivene

50、ss of enterprises, through the reconstruction of the value chain to avoid weak nesses.(C) Large third-party logistics enterp rise virtualizati on of strategyRapid devel opment in IT and the Internet era, companies can not fight alone sin gles, but must be in the comp etiti on and collaborati on, in

51、coop erati on and devel opment. Thus, under modern conditions resulting from modern large-scale virtualized development of third-party logistics has a strong necessity. Large third-party logistics enterprise virtualizati on is the logistics man ageme nt resources of others who will have all, through

52、 the n etwork, the other part into its own logistics, with the hel p of others break the po wer of p hysical boun daries, exte nding to achieve their various Fun cti on, and thus expand their ability to enhance their stre ngth. Therefore, the logistics in formatio n tech no logy, virtualizati on is

53、a means for the connection and coord in ati on of temporary and dyn amic allia nee in the form of virtual logistics. In tegrated logistics virtualizati on tech no logy as a means of electr onic com muni cati on, customer-focused, based on the opportun ity to p artici pate in members of the core comp

54、 ete ncies as a con diti on to an agreeme ntfor the com mon pu rsuit of goals and tasks, the differe nt p arts of the coun trys existi ng Resources to quickly mix into a no walls, beyond the space constraints, by means of electronic n etworks, con tact the un ified comma nd of the virtual bus in ess

55、 en tity, the fastest launch of high-quality, low-cost logistics service.Modern large-scale virtualization,includingthird-party logistics functions, orga ni zati on, geogra phic three virtualizatio n. Virtualizatio n cap abilities with third-party logistics enterp rise IT tech no logy will be distri

56、buted in differe nt locati ons, differe nt companies take differe nt functions with in the logistics resources (in formatio n, huma n, material and other resources) organized to accomplish a specific task, to achieve the op timizati on of social resources. Virtualizatio n refers to the orga ni zati

57、onal structure of the logistics organization is always dynamically adjusted, not fixed, but also decentralized, flexible, self-ma nageme nt, flat n etwork structure, its objectives and in accorda ncewith cha nges in the en vir onment re-comb in atio n, in a timely manner Reflect the market dyn amics

58、. Virtual is the regi onal third party logistics n etwork through the Internet link the global logistics resources, removing barriers and national barriers, to production man ageme nt to achieve virtual n eighbors.Reference1 Mart in Christ op her.Logistics & Supply Chain Man ageme nt: creat ing valu

59、e-add ing networks (3rd Editio n) M. FT P ress, February, 2005:134-1442 Jack Brimley and Robert Love,A New Dista nee Function for Modeli ng Travel Dista nces in a Transp ortatio n NetworkJ.Tra nsp ortatio n Scie nee 263 James C. Joh nso n, Do nald F. Wood.Co ntem porary Logistics(4th Editio n) M, Macmilla n P ublishi ng Compan y,1990:145-1544 Don ald Waters.Global Logistics and Distribution