物流配送外文文献及翻译

INTRODUCTIONLogisticsisnormallyconsideredasnothingmorethangettingtherightproducttotherightplaceattherighttimefortheleastcost.Facedwitharapidlychangingenvironment,revolutionarychangesintechnology,continuedgovernmentderegulation,theshorteningofproductlifecycle,proliferationofproductlinesandshiftsintraditionalmanufacturer-retailerrelationships,manyorganisationshavehadtorethinktheirtraditionalassumptions.Overthelasttenyearsoneofthemostsignificantchangesinmanagementthinkingwastheemphasisonthesearchforstrategiesthatwillprovidesuperiorvalueincompetition.Logisticsmanagementhasthepotentialtoassisttheorganisationintheachievementofbothacost/productivityadvantageandavalueadvantage.Theimportanceoflogisticsanditsintegrationinthesupplychainwasarguedby.Chinaisahugeconsumermarketthataccountedforathirdofglobaleconomicgrowthoverthepastthreeyears.Itsdevelopmentspeedandpotentialcannotbeignoredbytherestoftheworld.AsaresultofChina ’sinternalandexternaleconomicattributes,mostoftheglobalconsumerbrandshaveestablishedoperationsthere.Inparticularintheautomobileindustry,manyoftheleadingglobalOEMsincludingHonda,Toyota,GeneralMotors,VolkswagenandFordhaveestablishedjoint-venturepartnershipswithlocalcarmanufacturers.AutosalesinChinaroseby76%intheyeartoJuly2003andby2011,ChinaisexpectedtosurpassJapantobecomethewo rld’ssecondlargestautomarket.InordertocompeteintheChinesemarketshareandsatisfyincreasingdemand,theseoperationsarecontinuouslyexpandingtheirproductionvolumeswithastonishingspeed.Suchexpansionis,howevercarriedoutinthecontextofalegacyenvironment.Chinaspansalargegeographicalareawith,inmanyparts,under-developedinfrastructure.Thispresentsachallengetoefficientdeploymentoflogisticsstrategies.Furthermore,theinvolvementofthirdpartylogisticsproviders,favouredbymostglobalOEMs,isanemergentconsiderationinChina.Finally,theconflictsthatinevitablyariseinthejointventurepartnershipsleadtodelaysintheintroductionofwesternlogisticsmanagementexperiencesandmethodsfromtheOEMs.AllthesefactorsincreasethedifficultiesinmanaginglogisticsbyChina’slocalautomakers.TheoveralldevelopmentofforeigndistributionOverviewTheUnitedStatesofmodernlogisticsdevelopmentTwenty-firstcenturyfromthe60sonwards,therationalizationofdistributionofgoodsingeneralarevaluedintheUnitedStatestotakethefollowingmeasures:First,thewarehousewillreplacetheolddistributioncenter:Thesecondisthemanagementoftheintroductionofcomputernetworks,ontheloadingandunloading,handling,custody,standardizedoperation,improveoperatingefficiency;Third,thecommonchaindistributioncenterssetuptopromotethegrowthofchain-effective.UnitedStateschainstoreshaveavarietyofdistributioncenters,mainlyinthewholesale-based,retailandwarehouse-typethreetypes.Japan'smodernlogisticsdevelopmentOnlogisticsanddistributionofwoodwiththefollowingfeatures:well-developeddistributionchannels,frequent,low-volumestock,logisticsanddistributionreflectsthecommonandsetthetrendsticks,logisticsanddistributioncooperative,theGovernmentplanninginthedevelopmentofmodernlogisticsanddistributionplayanimportantroleintheprocessof.EuropeanmoderndevelopmentoflogisticsCountriesinEurope,especiallyGermany,logisticsreferstotheuser'sordersinaccordancewiththerequirementsofpositionsinthelogisticssub-goodsdistribution,thegoodswillbesenttotheconsigneewithgoodactivities.Germany'slogisticsindustryformedofbasiccommoditiesfromorigintodistributioncenter,fromthedistributioncenter(andsometimesthroughmorethanonedistributioncenter)arriveatthemodernmodeofendcustomers.TraveledinGermany,itcanbesaidofthelogisticsanddistributioninGermanyhasbeenformedtofinaldemand-orientedtothemodernizationoftransportandhigh-techinformationnetworkasabridgetoareasonableR69distributioncenterhubtorunacompletesystem.themainreasonsoflogisticsindustrydevelopingfasterindevelopedcountriesRelyingonhigh-techtothecoreeconomiesofscaletoallowflexibilitybasedonavarietyofforms.China's3PLenterprisesarefacingamajorobstacletobusinessThecurrentsituationofChina's3PLChina's3PLenterprises:serviceradiusofasmall,lowentrybarriers.Withthegradualwarmingheatlogistics,urbanlogisticsindustryisalsoincreasinglyunitarycoveredbytheimportanceanddevelopment.However,duetohistoricalreasonsinourcountry,thelong-standingemphasisonproductionofalightflow,heavyflowtolighttheideaofthelogistics,distributionofdevelopmentinthenotyetripeatthisstage,thereistheissuemoreprominentinthefollowingtwoaspects:theservicedeliverydifficulttoplayacentralrole,theprocessofdistributionofthelowlevelofmodernization.China's3PLcompanieswithforeign3PLcompaniesmainlyinthegapbetweenthethreeaspects:First,procurementcapacity,andtheotherislogistics,andthethirdiscashflow.Aspectsoflogisticsanddistribution,foreignretailershavedoneverywell,hasasetofefficientlogisticsinformationsystem,whichcaneffectivelyimprovetheinventoryturnoverrate,soastoenhancethereturnonassetsandprofitability.Anddomesticretailersinthisareahasjuststarted,orhavenotyetstarted.distributioncenterlowertheoveralldistribution,commercialchainfailedtogivefullplaytotheadvantagesFromourpointofviewtheexistingcommercialretailenterprises,inadditiontosomelarge,well-knowncommercialenterprises,thegeneralcommercial"chain"businessesarenotsetuptheirownlogisticsanddistributioncentersorusethird-partylogisticscenter.Althoughthesecompanieshavealsoestablishedsomeofhisown"chain"stores,butinfactoperatinggoodsstoresdonotdo"unifiedprocurement,unifieddistribution,unifiedbilling,"whichallowssomecommercialretailenterprises,"chain"seemstoexistinnameonly.Theotherhasbeenestablishedintheirownlogisticsanddistributioncentersorusethird-partylogisticsdistributioncenterofcommoditiesincommercialenterprises,theeffectivenessofdistributioncentershasnotbeeneffective,whichinturnaffectedtheprocurementcostofanintegratedchainadvantages,includingoutstandingmanifestedbythedistributioncenterforgoodsdistributionratioofunityisverylow.Uniformdistributionlogisticscentercannotbeachieved,indicatingthestore'scommercialenterprises"unifiedpurchase"didnotmaterialize,ratherthanaunifiedprocurementchainhaslostthecorestrengths.China'smoreenterprisesarefacingamajorobstacleofthehigherlogisticscostWal-Mart85%ofthecommoditiesdistributionthroughthedistributioncenter,inwhich80%isthroughthe"zeroinventory"ofthemorecompleteformofthedistributiondatabase.Wal-Martasaresultoftheuseofthe"Crossdistribution"and"auto-replenishment"ofsupplychaintechnology,sothatgoodsturnoverintheTreasurydownto2days.AndretailenterprisesinChinaareinthe15-30days,whichreflectstheretail,distributionenterprises,underdevelopedlogisticssystem,distributioncostsaretoohigh.RapidexpansionofretailenterprisesinChina'ssizeandspeedintheshorttermiftheycannotformaqualitativeedgeisadangerousspeculation.Overtheyearsthepracticehasprovedthatthemulti-purposelogisticsdistributioncenter,intensive,low-costsupplyhub,aswellastheuseofinformationtechnologytoreorganizeandupgradetheentireflowofthesupplychainmanagementisthecoreoflarge-scaleretailenterprisesstrategyistosupporttheretailgiantsuper-conventionaldevelopment.Thefaceoflarge-scaleretailanddistributionbusinessesofthemaindistributioncenterlogisticsrequirementsplanning,focusingonhowtoreflecttheintegrationofinformationflowinbusinessflow,logistics,capitalflow,sothattheoperationofretailenterprisestoexpandthelogisticsfortheentireenterprisesupplychaincollaborationnodesandsothatthewholepositiveandnegativetominimizelogisticscostofgoods(includingconsumers,stores,logistics,distributioncenters,headquarters,suppliersandpartners),andatimelyresponsetosalesdemandandtimelyreplenishment.Thisisalsoalarge-scalecross-regional,multi-format,chainretailenterpriseshavethecapacityofthecorecompetitiveadvantage.Lackofmodernlogisticsmanagementknowledgeandexpertiseoflogisticspersonnel.Thisisthethird-partylogisticsindustryinrestrictingthedevelopmentofChina'smostimportantoneofthebottlenecks.Logisticsknowledge,especiallyinmodernintegratedthirdpartylogisticsknowledgeisfarfrombeinguniversal,butthatitsmainbusinessareasistoprovidetransportationandwarehousingservices,notknowthatitisnewtothesetraditionalbusinessintegrationofitsbusinessfieldsFartoosimpletobecomeconnectedwithtransportandstorageofrawmaterials,semi-finishedproductssupply,productionprocess,materialflow,thewholeprocessofproductdistributionservices,ascoverflow,solidlogistics,capitalflow,informationflowisequaltotheintegratedsystemofsystems.4toenhancecorecompetitiveness,theimplementationofintegratedmanagement"integratedmanagement"istheoriginalEnglishIntegratedSupplyProcess,referstotheproductionenterprises,office,lifeofanon-corebusinessareasoftheoperationandmanagementofintegrationasaOverall,asabusiness-orientedtomanageoutsourcingprojects,bythespecial"integratedmanagement"ofthesupplierstoprovidefull-serviceprojects."Integratedmanagement"isnotsimplyputstogetherthemanagementofthebusiness,buttoimprovemanagementefficiencyandreducemanagementcostsasthecore,combinedwithadvancedinformationtechnologyandnetworkmanagementfeaturessuchasoneorganicallyintegrated.Comparedwiththegeneraloutsourcingservices,integratedmanagementhasthefollowingcharacteristics:Itisnotabusiness,butacompleteoutsourcingbusinessfromtheoperationofthemanagementintegrationofoutsourcing;Outsourcingisnotacoreoperation, butacomprehensivebusinessmanagement.Responsiblefortheentirebusinessasafirst-classsuppliers,anditsmaintaskistouseitsuniqueresourcestoconductacomprehensiveknowledgemanagement,theoperationofthespecificisitmanagedbythesecondaryandtertiarysupplierstoimplement,sointhemanagementofoutsourcingfunctionsbasedonthespecificoperationoftheoutsourcing;Inthecaseofthemostimportantfirst-levelsuppliers,otherthanremunerationinthefixedservice,itstheonlywaytoincreaserevenueforuserstosavecostsasmuchaspossibleinordertosharetheproceedsofcostsavings,ratherthanasgeneraloutsourcingassuppliers,mainlythroughanincreaseinturnover,thatis,toincreasespendingtoincreasetheuser'sownearnings."Doublebottom"principleofcooperationbetweenthetwosidescanmakeastableandlasting.5ThethirdpartylogisticsenterprisestrategicchoiceSummarizedthelatestofseveralforeignlogisticstheoryandthedevelopmentofthird-partylogisticswiththecurrentpracticeofforeign,third-partylogisticsfirm'sstrategicchoicetohavethefollowingthree:LeanLogisticsStrategySincethelagtheoryandpracticeoflogistics,ourmostextensivethird-partylogisticscompanyorbusiness,itcannotaccuratelypositiontheirlogisticsservices.Ifyoudonotreversethissituationassoonaspossible,willbethird-partylogisticsindustryinChinahaverestrictedrole.Leanproductiontheoryoflogisticsforourthird-partylogisticscompanyprovidesanewdevelopmentideasfortheseenterprisestosurviveintheneweconomyanddevelopmentopportunities.LeanLogisticsconceptoriginatedinleanmanufacturing.ItisproducedfromtheToyotaMotorCorporation70yearsinthelastcenturybytheoriginal"ToyotaProductionSystem",afterresearchbytheMassachusettsInstituteofTechnologyprofessorandsummary,waspublishedin1990published"changetheworldofmachines),abook.Leanthinkingistheuseofvariousmodernmanagementmethodsandmeans,basedontheneedsofsocietytofullyplaytheroleofpeopleasafundamentalandeffectiveallocationandrationaluseofcorporateresourcestomaximizeeconomicbenefitsforenterprisestoseekanewManagementphilosophy.LeanLogisticsLeanThinkingistheapplicationinlogisticsmanagement,logisticsdevelopmentmustreflect.Theso-calledLeanLogisticsmeans:theprocessbyeliminatingtheproductionandsupplyofnon-valueaddedwasteinordertoreducestockingtime,improvecustomersatisfaction.TheaimofLeanLogisticsaccordingtocustomerneeds,providingcustomerswithlogisticsservices,whilepursuingtheprovisionoflogisticsservicesintheprocesstominimizewasteanddelay,theprocessofincreasingvalueaddedlogisticsservices.Leanlogisticssystemischaracterizedbyitshigh-quality,lowcost,continuousimprovement,drivenbycustomerdemandorientedlogisticssystem.Itrequiresestablishingthecustomerfirstthought,ontime,accurateandfastdeliveryofgoodsandinformation.Inshort,LeanLogistics,asanewmanagementideas,boundtohaveathird-party logisticsenterprisesinChinahavefar-reachingimpact,itwillchangetheappearanceoftheextensivethirdpartylogisticsmanagementconcept,theformationofthirdpartylogisticsCorecompetitiveness.theestablishmentofsmallandmediumthirdpartylogisticsvaluechainallianceThird-partylogisticsenterprisesofsmallandmediumcannotbeindependentbecauseoftheirone-stoplogisticsservicestoprovidefullshortcomings,andbecausethesmallsizeofassets,services,notwideareasothatsmallandmediumenterprisesinChina'slogisticsthirdpartylogisticsindustryatadisadvantage.Therefore,thirdpartylogisticsforsmallandmediumenterprises,startingfromtheirownresourcestoconstructtheirowncorecompetenceisthekey.Assmallandmediumenterprisefeaturesofasinglethird-partylogisticsandincomplete,sobasedontheirrespectivecorecompetenciesbasedonthestructureofthelogisticsbusinessenterprisecooperationisaneffectivecapacitytomakeupfordeficiencies,constitutesafeasiblewayofcompetitiveadvantageoflogistics.Valuechainistheuseofsystemsapproachtoinvestigatetheinteractionbetweenbusinessandtheanalysisofallactivitiesandtheiraccesstotheresourcesofcompetitiveadvantage.Valueofthebusinessactivitiesfallintotwocategories:basicactivitiesandsupportactivities.Basicactivitiesareinvolvedinproductcreationandsaleofthematerialtransferredtothebuyerandafter-salesserviceactivities.Basicactivitiesofsupportingactivitiesistoassisttherevenuebyprovidingoutsourcing, technology,humanresourcesandavarietyoffunctionstosupporteachother.Theorytoanalyzethevaluechainstudythevalueofthirdpartylogisticschaincomposition,canbefoundinauxiliaryactivities,thirdpartylogisticsenterpriseandgeneralbusinessisnodifferent,thebasicactivitiesinthethird-partylogisticscompanieshasitsowncharacteristics.Third-partylogisticsenterprisesthereisgenerallynocommodityproductionprocess,onlythere-circulationprocess,doesnotaccountformajorcomponentsofawiderangeofthird-partylogisticscompaniesandthusbecomethebasicoperatingactivitiesofstorage,transport,packaging,distribution,customerserviceandmarketing,etc.link.Variousaspectsofthebasicworkactivities,duetotheirownlimitedresourcesandcapacity,cannothaveeveryaspectofanadvantageinthatvaluechainintermsofsomeofthedeficiencies,resultingintheiroveralllogisticsfunctionnotcomplete,lackofcorrespondingcompetitivenessandcomparativeadvantageinsomesectorsofthevaluechainduetolackofoveralleffectshouldnotplay.Therefore,thirdpartylogisticsindustry,smallandmediumsizedlogisticsenterpriseswithintheUnion,shouldbebasedonthevaluechainbetweencomplementaryonthebasisofcooperation,makefulluseofprofessionallogisticscompaniesandlogisticsfunctionsofspecializedlogisticsorganizationandcoordinationofagentsFlexiblecomplementaryintegratedlogisticscapabilities.Third-partylogistics forsmallandmediumenterprises,valuechainshouldstartwiththeadvantageoflinkstoexploreanddevelopthecorecompetitivenessofenterprises,throughthereconstructionofthevaluechaintoavoidweaknesses.Largethird-partylogisticsenterprisevirtualizationofstrategyRapiddevelopmentinITandtheInternetera,companiescannotfightalonesingles,butmustbeinthecompetitionandcollaboration,incooperationanddevelopment.Thus,undermodernconditionsresultingfrommodernlarge-scalevirtualizeddevelopmentofthird-partylogisticshasastrongnecessity.Largethird-partylogisticsenterprisevirtualizationisthelogisticsmanagementresourcesofotherswhowillhave"all",throughthenetwork,theotherpartintoitsownlogistics,withthehelpofothersbreakthepowerofphysicalboundaries,extendingtoachievetheirvariousFunction,andthusexpandtheirabilitytoenhancetheirstrength.Therefore,thelogisticsinformationtechnology,virtualizationisameansfortheconnectionandcoordinationoftemporaryanddynamicallianceintheformofvirtuallogistics.Integratedlogisticsvirtualizationtechnologyasameansofelectroniccommunication,customer-focused,basedontheopportunitytoparticipateinmembersofthecorecompetenciesasaconditiontoanagreementforthecommorpursuitofgoalsandtasks,thedifferentpartsofthecountry'sexistingResourcestoquicklymixintoanowalls,beyondthespaceconstraints,bymeansofelectronicnetworks,contacttheunifiedcommandofthevirtualbusinessentity,thefastestlaunchofhigh-quality,low-costlogisticsservice.Modernlarge-scalevirtualization,includingthird-partylogisticsfunctions,organization,geographicthreevirtualization. Virtualizationcapabilitieswiththird-partylogisticsenterpriseITtechnologywillbedistributedindifferentlocations,differentcompaniestakedifferentfunctionswithinthelogisticsresources(information,human,materialandotherresources)organizedtoaccomplishaspecifictask,toachievetheoptimizationofsocialresources.Virtualizationreferstotheorganizationalstructureofthelogisticsorganizationisalwaysdynamicallyadjusted,notfixed,butalsodecentralized,flexible,self-management,flatnetworkstructure,itsobjectivesandinaccordancewithchangesintheenvironmentre-combination,inatimelymannerReflectthemarketdynamics.VirtualistheregionalthirdpartylogisticsnetworkthroughtheInternetlinkthegloballogisticsresources,removingbarriersandnationalbarriers,toproductionmanagementtoachieve"virtualneighbors."1导言物流通常被认为是将恰当的产品以最低的成本，在恰当的时间送达恰当的地点。面对环境的迅速变化，技术的改革创新，政府继续放松管制，产品生命周期的缩短，传统的制造商 -零售商关系上产品线的转移和扩散。许多组织不得不重新考虑他们传统的假设。在过去的十年里，管理思想中最重要的变化就是强调寻求能为企业提供优越竞争价值的战略。它主张在供应链中物流及其整合的重要性。物流管理在协助组织获得成本/生产能力优势和价值优势上有很大的潜力。中国是一个巨大的消费市场，在过去三年里，它的经济增长占了全球增长的三分之一。在世界其它地区里，中国经济发展速度和发展潜力都不容忽略。中国内部和外部的经济成分，使得大部分全球消费品牌在中国建立了业务。特别是在汽车行业中，许多全球领先的OEMS商与国内地区汽车制造厂商建立了合作伙伴关系，包括本田、丰田、通用汽车、大众和福特等。 2003年7月到现在，中国汽车销售增长了 78%。据预测， 到2011年中国的汽车销售将超过日本， 成为世界第二大汽车市场。为了完成在中国的市场份额和满足日益增长的汽车消费需求，这些业务正在以惊人的速度不断的扩大其产量。然而，这种扩大的进行得在前面所提的环境背景下进行。中国跨度很大的地理区域，很多地区的物流基础设施相对落后，这给高效部署的物流战略带来很大的挑战。更进一步的说，在中国第三方物流提供商的参与是一个迫切的需要，并且被大部分全球原始设备制造商所喜欢着。最后，合资伙伴之间的关系不可避免出现利益的冲突，导致延误引进西方原始设备制造商的物流经验和方法。所有这些因素都使得中国本地汽车制造商的物流管理越来越困难。2国外配送发展整体概况美国现代物流配送状况从20世纪的发展 60年代起， 货物配送的合理化在美国普遍得到重视，采取以下措施:一是将老式的仓库改为配送中心；二是引进电脑管理网络，对装卸、搬运、保管实行标准化操作，提高作业效率；三是连锁店共同组建配送中心，促进连锁店效益的增长。美国连锁店的配送中心有多种，主要有批发型、零售型和仓储型三种类型。日本现代物流配送的发展状况日本的物流配送具有以下特点:分销渠道发达，频繁、小批量进货，物流配送体现出共同化、棍载化的趋势，合作型物流配送，政府规划在现代物流配送发展过程中具有重要作用。欧洲现代物流配送的发展状况在欧洲诸国，尤其是德国，物流配送是指按照用户的订货要求，在物流据点进行分货、配货以后，将配好的货物送交收货人的活动。德国的物流配送产业基本形成了商品从产地到集散中心，从集散中心 （有时通过不止一个集散中心 ）到达最终客户的现代模式。走遍德国，可以说德国的物流配送已经形成了以最终需求为导向，以现代化交通和高科技信息网络为桥梁，以合理分布的配送中心为枢纽的完备的运行系统。发达国家物流配送业发展较快的主要原因以高科技为依托，以规模效益为核心，以灵活多样的形式为基础。3我国第三方物流企业面临的主要经营障碍我国第三方物流的行业现状我国第三方物流业的产业环境 :服务半径小，进人壁垒较低。随着物流热的逐渐升温，城市物流配送业也日益得到了重视和发展 .然而由于我国历史原因，长期以来形成了重生产、轻流通，重商流、轻物流的思想，配送的发展在现阶段还不成熟，存在的问题也较多，突出表现在以下两个方面 :配送的服务核心作用难以发挥，配送操作过程的现代化程度低。我国配送公司与国外配送公司的差距主要存在于三个方面 :一是采购能力，二是物流配送，三是资金周转。物流配送方面，国外做得非常完善，有一整套高效的信息化物流配送系统，这能有效地提高存货周转率，从而提升资产收益率和利润率。而国内在这方面刚刚起步，或还没有起步。配送中心总体配送比率较低，商业连锁优势未能充分发挥从我国现有商业零售企业来看，除了一些中大型、知名的商业企业以外，一般的商业“连锁”企业大都没有建立自己的物流配送中心或利用第三方物流中心。这些企业虽然也建立一些自己的“连锁”分店，但实际上商店经营的商品并没有做到“统一采购、统一配送、统一结算”，这使得部分商业零售企业的“连锁经营”显得有名无实。而在其他已经建立自己的物流配送中心或利用第三方物流中心实现商品配送的商业企业中，配送中心的效用也未能得到有效发挥，这进而影响到了连锁企业综合采购成本优势的发挥，其中突出表现就是商品由配送中心进行统一配送的比率非常低。物流中心不能实现统一配送，这说明商业企业各门店的“统一采购”没有实现，而不统一采购就失去了连锁经营的核心优势。中国大部分企业面临的主要经营障碍是物流成本过高例如，沃尔玛 85%的商品是通过配送中心配送的，其中的 80%是通过“零库存”的越库配送形式完成的。由于沃尔玛采用了“越库配送” 和“自动补货” 的供应链技术，使商品的在库周转期降低到2天.而我国零售企业大都在 15-30天，这反映了我国零售、分销企业整体物流体系欠发达，流通成本太高。中国零售企业快速扩张的规模和速度如果不能在短期内形成质的优势就是一种危险的投机。多年来的实践证明，把物流配送中心建成多功能、集约化、低成本的供货枢纽，以及运用信息技术来重组和提升全程流通供应链管理，是大型零售企业的核心战略，也是支撑零售巨头超常规发展的重要条件。面对大型零售、分销企业物流配送中心的主需求计划，集中体现为如何以信息流整合商流、物流、资金流，使零售企业的物流运作扩展为整个企业供应链节点的协同作业，并使正反向的整个商品物流成本最小化（包括消费者、门店、物流配送中心、总部、供应商及合作伙伴 ），并及时响应销售需求和适时补货。这也是大型跨区域、多业态、连锁零售企业最具有核心竞争优势的能力。3.4缺乏现代化物流知识和专业物流管理人才。这一点是目前制约中国第三方物流业发展的最主要的瓶颈之一。物流知识，尤其是现代综合的第三方物流知识远未得到普及，只是知道它的主要的业务领域是提供运输和仓储服务，而不知道它是对这些传统业务的新的整合，其业务领域也远过单纯的运输和仓储而成为连接原料、半成品供应、生产过程中物料流动、成品配送的全过程的服务，成为涵盖商流、实物流、资金流、信息流等于系统的综合体系。4、增强配送企业的核心竞争力，实施一体化管理“一体化管理”的英语原文是IntegratedSupplyProcess，是指企业将生产、办公、生活等方面的某一非核心业务领域的运作和管理集成为一个整体，作为一个以管理业务为主的外包项目，由专门的“一体化管理”供应商来提供该项目的全方位服务。“一体化管理”不是简单地将有关管理业务拼凑在一起，而是以提高管理效率、降低管理成本为核心，结合先进的信息与网络技术将这些管理功能有机地集成为一体。与一般外包服务相比，一体化管理主要有以