物流外包外文翻譯

1、安徽工業(yè)大學管理學院畢業(yè)論文英文翻譯專業(yè)班級：會合082班 姓 名：馬學榮學 號：089104268 論文題目：物流外包確保一個組織競爭優(yōu)勢的一種手段指導教師：顧銀寬2012-5-19物流外包確保一個組織競爭優(yōu)勢的一種手段 logistics outsourcinga means of assuring the competitive advantage for an organization 摘要物流方式表明將交付供應鏈中的獨立單位整合成一個統(tǒng)一的系統(tǒng)的目標，完成結果所需的時間和資源的損失降到最小的材料和信息流動的直接管理。一個最新方法的實施為公司的物流管理提供更多的成效，這個方法就是外包。

2、物流外包帶來諸多好處，如：減少庫存、減少訂單的交貨時間、提高運輸質量、擴大生產(chǎn)的靈活性、降低生產(chǎn)成本和加速資金周轉等。這保證了較低的生產(chǎn)成本和更好的質量交付，這是一個決定性的競爭優(yōu)勢。物流外包的應用有利于資源的合理配置，這是公司擁有的獨特的競爭優(yōu)勢。因此，物流外包將作為一種手段應用于公司的物流運輸中，以確保一個組織的競爭優(yōu)勢。關鍵詞：外包，物流，供應商1.簡介競爭優(yōu)勢，與不斷增長的全球化和創(chuàng)新，開始逐漸失去其創(chuàng)意和新的競爭優(yōu)勢，在前端的靈活性，訂單到交貨時間減少，可靠的高質量的交付，和選擇的機會。在競爭領域，廠家的能力加入其生產(chǎn)過程和系統(tǒng)的規(guī)劃與個人消費者的喜好，將是一個的決定性的因素。只有通

3、過建立靈活的生產(chǎn)管理系統(tǒng)，與個別客戶訂單問題的解決方案才是可能的。企業(yè)為什么要搞物流外包?它的緊迫性在哪里?物流外包與傳統(tǒng)意義上的外委、外協(xié)有何本質區(qū)別?我們的企業(yè)離物流外包還遠嗎?這不僅是理論界要回答的問題，更是企業(yè)界應認真思考的問題。談到物流外包必定涉及供應鏈和第三方的發(fā)展，涉及到現(xiàn)代物流的發(fā)展方向，更涉及企業(yè)的核心競爭力。理論界對這一點的認識顯得有些浮躁，而企業(yè)對此的認識比較滯后。目前大多數(shù)企業(yè)守候在自營物流那片天地，真正搞物流外包的不到20%，并且不規(guī)范、不系統(tǒng)。盡管現(xiàn)在物流炒得很熱，但企業(yè)對物流外包重要性的認識依然很淺。調查表明，湖南有82%的企業(yè)對現(xiàn)代物流的認識模糊，大多把貨物運輸

4、或貨代等同于現(xiàn)代物流;有54%的企業(yè)至今未有發(fā)展物流的計劃或設想，更沒有把重構內(nèi)部供應鏈和發(fā)展物流外包提上議事日程，看來還需要更多的示范、引導，更多的宣傳、培訓和更多的市場培育。首先，它需要的新的或最新的概念，如cfm（以客戶為中心的制造），scm（供應鏈管理），基于相同的概念作為企業(yè)資源規(guī)劃（erp），客戶關系管理技術，生產(chǎn)管理的實施（客戶關系管理）等，也將要求供應處理，物流中介機構的互動為基礎的生產(chǎn)和有效的分配同步。其次，它在微觀和宏觀層面上是一個必要的優(yōu)化運輸系統(tǒng)。復雜的運輸基礎設施的發(fā)展是基于標準化的商品，貨物，運輸方式，裝卸貨物，交貨速度，拓寬道路和鐵路網(wǎng)絡，完善的售后服務維修。第三

5、，信息交流起著越來越重要的作用。工業(yè)企業(yè)在信息領域的互動，使信息可以以正確的形式被查閱，在合適的時間，通過正確的當局和真實類型，防止未經(jīng)授權的使用。外包是指企業(yè)動態(tài)地配置自身和其他企業(yè)的功能和服務，并利用企業(yè)外部的資源為企業(yè)內(nèi)部的生產(chǎn)和經(jīng)營服務。 外包是一個戰(zhàn)略管理模型,所謂外包（outsourcing），在講究專業(yè)分工的二十世紀末，企業(yè)為維持組織競爭核心能力，且因組織人力不足的困境，可將組織的非核心業(yè)務委托給外部的專業(yè)公司，以降低營運成本，提高品質，集中人力資源，提高顧客滿意度。外包業(yè)是新近興起的一個行業(yè)，它給企業(yè)帶來了新的活力。外包將您解放出來以更專注于核心業(yè)務。外包合作伙伴為您帶來知識，

6、增加后備管理時間。在執(zhí)行者專注于其特長業(yè)務時，為其改善產(chǎn)品的整體質量。最近外包協(xié)會進行的一項研究顯示外包協(xié)議使企事業(yè)節(jié)省9%的成本，而能力與質量則上升了15%。公司需要獲得其內(nèi)部所不具備的國際水準的知識與技術。外包解放了公司的財務資本使之用于可取得最大利潤回報的活動。本文的目的是研究物流外包的應用，作為一種手段，來確保一個組織的競爭優(yōu)勢。2.現(xiàn)代物流管理和外包物流過程的目的是制定物流的基本規(guī)則 - 7r原則：要在正確的時間和正確的地點，以正確的客戶在正確的成本交付正確的產(chǎn)品在正確的數(shù)量與質量。無視上述條件的任何一個，都可能導致客戶的流失。因此，減少了公司的競爭優(yōu)勢，并降低了其市場份額。不同于傳

7、統(tǒng)的物流方式，表明一體化（技術，技術，信息和經(jīng)濟）的獨立單位在提供供應鏈成一個統(tǒng)一的系統(tǒng)的直接管理，物料流和信息流的目標完成預期的結果，以使時間和資源達到最小損失。在一個企業(yè)實施最新的物流管理使其降低生產(chǎn)成本，減少庫存，對運送商品的高傾向性，訂單到交付時間減少和質量的提高，擴大生產(chǎn)的靈活性，加速資金周轉。這可以保證較低的生產(chǎn)成本和更好的質量交付，這是一個決定性的競爭優(yōu)勢。除了降低操作成本，物流的組織戰(zhàn)略的基本方向之一是集中在業(yè)務和運營的上。這將有助于資源的合理配置，是值得競爭的公司的獨特優(yōu)勢（技術，訣竅，專用設備，和訓練有素的人員）。這種方法可以被定義為“核心競爭力”。因此，通用的做法是使用“

8、外包”越來越廣泛?！巴獍币辉~表明自己的業(yè)務流程的收縮或下降，通常，這是沒有核心內(nèi)容之一的，當把它傳遞給一家專門在這一領域的公司，它是不盈利的。使用外包的主要優(yōu)勢在于它是讓組織重點放在其基本活動。組織可以通過外包其職能或活動，包括從人力資源管理，物流，信息維護，工資處理，甚至生產(chǎn)本身。3.物流供應商的類型據(jù)推測，外包物流服務（第三方物流的物流外包）是作為一個活動傳遞的一部分或全部物流功能，基本上是從非生產(chǎn)性質，外部物流組織即第三方物流供應商上定義的。物流供應商（lp）可以進一步被稱為物流服務供應商或第三方物流服務提供者（lsps, 3pls, tpls）。他們是在物流領域提供服務的貿(mào)易組織，執(zhí)

9、行單獨的操作或復雜的物流功能（如倉庫庫存，運輸，訂單管理，物流等）及完成客戶組織的物流鏈綜合管理。企業(yè)可能留下關于外部合作伙伴的所有物流業(yè)務，包括咨詢，執(zhí)行必要的調查，以及信息的實施系統(tǒng)。這些企業(yè)往往擁有豐富的物流管理經(jīng)驗，以及合理的處置人才和發(fā)達基礎設施（終端或終端網(wǎng)絡，汽車庫，甚至國際運輸代理）。第三方物流服務提供者主要是子公司，它獨立于他們的總部（貨運公司，公司提供倉儲服務等）以滿足消費者日益增長的需求，及為他們提供更廣泛的服務。第三方物流服務的提供商有五種類型的：lp-運營商公司，lp-保稅倉營辦商，lp-貨運代理及代理公司，lp-優(yōu)化運輸服務，和lp-軟件處理程序。這些公司也可以分為

10、兩類，同時銘記另一個原則：資產(chǎn)型企業(yè)及非資產(chǎn)型企業(yè)，在其活動中都使用外包。資產(chǎn)型企業(yè)擁有或通過租賃合同取得的交通工具，倉庫等。非資產(chǎn)型企業(yè)與其他公司締結的合同，呈現(xiàn)在實物分配領域的全部或部分服務。提供信息服務的企業(yè)，是一個非資產(chǎn)基礎的公司，作為中介公司的物流系統(tǒng)的優(yōu)化，及與其他基于資產(chǎn)的公司的互動合同的基礎上的變化。根據(jù)armstrong&associates 公司(1999)的要求，在倉儲領域中的增值服務領域及運輸優(yōu)化的企業(yè)收入超過1/3，則屬于非資產(chǎn)型物流供應商。除了上述優(yōu)勢，物流外包的運用正在擴大的原因是：- 高品質服務的專業(yè)公司;-使用外包，增加靈活性的公司；-協(xié)同效應；-沒有足夠的專

11、業(yè)知識在企業(yè)的員工中，使用外包；-公司提供物流服務的經(jīng)驗；-戰(zhàn)略原因。4.可以通過物流外包的活動在物流方面有許多復雜的活動，可通過外包企業(yè)執(zhí)行。企業(yè)物流外包是指生產(chǎn)或銷售等企業(yè)為集中資源和精力在自己的核心業(yè)務上，增強企業(yè)的核心競爭能力，把自己不擅長或沒有比較優(yōu)勢的物流業(yè)務部分或全部以合同方式委托給專業(yè)的第三方物流公司運作，物流外包是一種長期的、戰(zhàn)略的、相互滲透的、互利互惠的業(yè)務委托和合約執(zhí)行方式。企業(yè)物流外包所推崇的理念是：如果我們在產(chǎn)業(yè)價值鏈的某一環(huán)節(jié)上不是世界上最好的，如果這又不是我們的核心競爭優(yōu)勢，如果這種活動不至于把我們同客戶分開，那我們應當把它外包給世界上最好的專業(yè)企業(yè)去做。即：首先

12、確定企業(yè)的核心競爭優(yōu)勢，并把企業(yè)內(nèi)部的技能和資源集中在那些具有核心競爭優(yōu)勢的活動上，然后將剩余的其他企業(yè)活動外包給最好的專業(yè)企業(yè)。從這樣的理念可知，企業(yè)物流外包的目的就是以供應鏈為腹地，跨越企業(yè)邊界合理配置資源，提高企業(yè)核心競爭力。其推動力來自競爭和供應鏈的發(fā)展，因為21世紀的競爭不是企業(yè)與企業(yè)之間的競爭，而是供應鏈與供應鏈之間的競爭，這就是企業(yè)物流外包的基本推動力。企業(yè)物流外包不單是業(yè)務形式的變化，還有更深層的原因。從發(fā)展核心競爭力的角度看，企業(yè)物流外包是一個相當緊迫的問題。物流外包有利于企業(yè)集中精力發(fā)展核心業(yè)務，分擔風險，加速企業(yè)重組，實現(xiàn)規(guī)模效益。因為第三方物流具有資源優(yōu)化配置，提供靈活

13、多樣的顧客服務，為顧客創(chuàng)造更多的價值，發(fā)揮信息技術優(yōu)勢。因此，物流外包相對于自營物流具有明顯的比較優(yōu)勢1。這些措施可能包括：入站的物質流（供應管理），庫存管理，及為客戶提供常規(guī)和特殊包裝，運輸，交付準時，倉儲，信息與軟件和硬件的維護。然而，前一個功能將被傳遞給外包公司，它必須考慮到公司活動的各個方面將受到的影響（如配送成本，供應鏈的監(jiān)管，公司的靈活性，客戶服務，產(chǎn)品需求的季節(jié)性波動或實施一個新產(chǎn)品）。當外包問題是被決定的，許多公司拒絕它，并保持它自身的分配功能，因為公司可以擁有倉庫，車庫等其他方式，可即使在那些處理的情況下，更重要的問題是開發(fā)的成本。企業(yè)沒有選擇物流外包，也并不一定是鐘情于自營

14、物流，而是擔心物流外包的條件和時機尚未成熟。如果區(qū)域物流平臺能以低于或接近企業(yè)的物流成本及時為企業(yè)提供全方位的物流服務，企業(yè)沒有理由選擇自營物流。就目前而言，雖然運輸體系有了很大的改善，但整合各種物流資源的區(qū)域物流平臺尚未真正建立，物流商未能使企業(yè)消除成本和時間方面的顧慮。消除企業(yè)擔憂，及時為企業(yè)顧客提供低成本的物流服務，正是企業(yè)物流外包的重要前提，也是最重要的外部約束條件。離開這一點來談企業(yè)物流外包就只能是空談。除了人員費用，設備和場所的維修費用（如倉庫等）。有其他的費用可以是困難的，包括在資產(chǎn)負債表結構中的（不那么重要）。這些費用都是交通管理的成本，安全成本，使用的交通工具的成本，信息服務

15、的成本，稅收，行政和人事問題的監(jiān)管成本，和法律支持的成本。信息化是一個重要方面，是公司的物流活動和物流鏈控制的基本來源中。信息系統(tǒng)建設也是一個很重要的問題，對于溝通供需，縮短時空距離，解決及時性問題，實現(xiàn)物流與信息流統(tǒng)一是非常重要的。建立區(qū)域物流平臺的信息系統(tǒng)有利于快速地采集、處理和反饋信息，解決速度問題，同時也能降低物流成本。建設信息系統(tǒng)要以區(qū)域物流平臺的信息系統(tǒng)為軸心，以電子商務為依托。有一種觀點認為企業(yè)的物流外包會導致物流鏈失去控制。然而許多第三方物流提供商，在倉儲和運輸過程中運用新的測試技術，來鏈接到一個統(tǒng)一的信息流。如今的市場條件正在迅速變化，這些公司，希望有競爭力，需要從他們的附屬

16、機構及公司，來根據(jù)合同外包快速反應。買方的要求越來越高及了解的知識越來越多，所以他/她選擇的是比以往任何時候都更廣泛。外包組織在沒有吸引永久性的助手的情況下，它有可能迅速擴大現(xiàn)有的市場機會。它也可以利用其網(wǎng)絡運營商的優(yōu)勢，以擴大運輸上的選擇。在一家公司的情況可能會有所不同，從利潤上的生存角度看，在于按照它在何種程度上滿足客戶的期望?？梢灶A計，該組織內(nèi)部各部門查明情況比外包公司更迅速和更敏銳。然而，服務機構提供服務是生存的手段，因而他們的成功是直接與客戶公司的成功。當一個外部的物流合作伙伴選擇應該有興趣討論的不僅是自身的需要，也是它的用戶組織的客戶的需求。物流組織已制定物流活動關鍵參數(shù)的設置標準

17、。專業(yè)供應商可以實施多項計劃，以維護和改善其服務質量。越是競爭激烈的產(chǎn)業(yè),企業(yè)越是要強化對供應和分銷渠道的控制,對物流運作水平的要求越高。由于企業(yè)自身物流運作水平的不佳,將極大影響企業(yè)的生產(chǎn)經(jīng)營活動,物流業(yè)務外包是其必然選擇。目前我國家電企業(yè)紛紛采用物流業(yè)務外包就是最好的證明。它們通常包括在其合同中的性能指標。當他們超越客戶的期望，他們提供參與利潤分配的基礎上，討論的協(xié)議，他們未能完成設置任務時，他們愿意支付罰款和沒收財產(chǎn)。許多運營商根據(jù)季節(jié)的波動性設定了其產(chǎn)品的范圍。這些季節(jié)上的波動影響了配送和運輸量。維護自身的資產(chǎn)也是一個產(chǎn)生多余成本的先決條件。因此，倉儲和運輸服務外包是相當于一個適當?shù)奶?/p>

18、代自己的車庫和倉庫的場所。當一家公司推出市場上的新產(chǎn)品，這通常會導致其在物流鏈中的改變。此外，產(chǎn)品的商品化，表明兩個選擇-產(chǎn)品可能在市場上通行成功也可能不會。外部組織可以有效地提升分配以削減成本，維修場所（例如倉庫），基本設備（汽車）、人力資源（人員）。原 作 者： george baker出版物名稱：the journal of economic perspective 出版時間：june 2006 logistics outsourcinga means of assuring the competitive advantage for an organizationthe journal

19、 of economic perspective george bakerabstractthe logistics approach suggests integration of separate units in the delivery supply chain into a unified system of direct management of material and information flows targeting the accomplishment of the desired result with a minimum loss of time and reso

20、urces.the implementation of an up-to-date logistics management in companies provides more effectiveness. this means to use outsourcing. logistics outsourcing brings to the reduction of stocks, order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibility, low

21、ering the cost of production, accelerated capital turnover. this guarantees lower production costs and better quality of deliveries, which is a decisive competitive advantage. the application of logistics outsourcing helps the rational allocation of resources to those types of business, which are wo

22、rth competing and where the company has distinctive advantages.so this work debates the application of logistics outsourcing as a means for ensuring competitive advantages for an organization.keywords: outsourcing, logistics, provider1. introductionthe competitive advantages, connected with the grow

23、th of globalization and innovations, begin to lose gradually their originality, and new competitive advantages come up in front-flexibility, order-to-delivery lead-time reductions, reliable and quality deliveries, and choice opportunities. the ability of manufacturers to join the individual consumer

24、 preferences together with their production process and system of planning will be a decisive factor in the field of competition. the solution of the problem with individual client orders is possible only by setting up of a flexible system of production management.firstly, it will require the implem

25、entation of new and up-to-date concepts of production management like cfm (customer focused manufacturing), scm (supply chain management) and technologies, based on the same concepts as erp (enterprise resource planning), crm (customer relationship management), etc. it will also require supply handl

26、ing, synchronized with production and effective distribution based on the interaction of logistics intermediaries.secondly, it is necessary to optimize the transportation system both at a micro- and macro-level. the complex development of transport infrastructure is based on the standardization of g

27、oods and freight, means of transportation, mechanisms of handling cargo, delivery speed, widening of road and railway networks, improvement of service maintenance.thirdly, the information exchange plays an increasing part. industrial companies have to interact in the field of information so that inf

28、ormation can be accessed in the right form, at the right time, by the right authorities and in authentic type, protected from unauthorized use.the aim of the paper is to examine the application of logistics outsourcing as a means of assuring a competitive advantage for an organization.2. contemporar

29、y logistics management and outsourcingthe aim of logistics process is formulated by the basic rule of logistics the 7r principle: the right product with the right quality in the right quantity has to be delivered at the right time and right place to the right customer at the right cost. disregarding

30、 of even one of the above conditions may lead to a loss of customers and, thus, to a decrease of the companys competitive advantages and reduction of its market share.the logistics approach, unlike the traditional one, suggests integration (technical, technological, information and economic) of sepa

31、rate units in the delivery supply chain into a unified system of direct management of material and information flows targeting the accomplishment of the desired result with a minimum loss of time and resources.the implementation of an up-to-date logistics management in companies provides reduction o

32、f stocks, high predisposition of merchandise towards deliveries, order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibility, lowering the cost of production, accelerated capital turnover. this guarantees lower production costs and better quality of deliver

33、ies, which is a decisive competitive advantage.besides lowering the operative costs, together with the logistics ones, one of the basic directions of the organization strategy is concentrated on priority types of business and operations. this helps the rational allocation of resources to those types

34、 of business, which are worth competing and where the company has distinctive advantages (technology, know-how, special equipment, and trained personnel). this approach can be defined as “core competence”.the universal practice therefore is to use “outsourcing” more and more widely.the term “outsour

35、cing” suggests contraction or decline of ones own business process, usually that, which is not the core one (not the profiling one) and/or that, which is not profitable for the company and passing it to a company, which specializes in this field.the main advantage in the use of outsourcing is that i

36、t lets the organization focus on its basic activity.organizations can actually pass to outsourcing each of their functions or activities ranging from human resources management to logistics, information maintenance, payroll processing and even production itself.3. types of logistics providersit is a

37、ssumed that the outsourcing of logistics services (3pls logistics outsourcing) is defined as an activity which passes a part or all of the logistics functions, basically from the non-production character, to external logistics organizations third-party logistics providers. logistics providers (lp) c

38、an be further called logistics service providers or 3pl providers (lsps, 3pls, tpls). they are trade organizations, which provide services in the fields of logistics, execution of separate operations or complex logistics functions (warehoused stock, transportation, order management, physical distrib

39、ution, etc.) and accomplishment of integrated management of logistics chains of the client-organization.companies may leave under the control of an external partner all logistics operations, including consulting, execution of the necessary surveys, and implementation of information systems. these co

40、mpanies frequently possess rich experience in logistics management, have at their disposal qualified personnel and developed infrastructure (terminal or terminal network, car pool, often even international transport agents).3pl providers are predominantly daughter companies, which separate from thei

41、r headquarters (a freight forwarder, a company providing warehouse services, etc.) in order to satisfy the growing consumer needs and to offer them a wider range of services.there are five types of 3pl providers: lp carrier-companies, lp warehouse operators, lp freight forwarding & broker companies,

42、 lp optimizing transportation services, and lp software processing programs.these companies may also be divided into two categories, bearing in mind another principle: asset-based companies and non-asset based companies, using outsourcing in their activities.asset-based companies possess or obtain t

43、hrough lease contracts means of transportation, warehouses, etc. non-asset based companies conclude contracts with other firms, rendering all or part of the services in the field of physical distribution. firms providing information services are a variation of non-asset based companies which act as

44、intermediaries in the optimization of companys logistics systems and interact with other asset-based companies on a contract basis.according to the requirements of armstrong and associates (1999), over 1/3 of the revenue belongs to non-asset based logistics providers, employed in the sphere of rende

45、ring value-added services in the field of warehousing and to the companies optimizing transportation.in addition to the above mentioned general advantages, the use of logistics outsourcing is being extended because of:- high quality servicing by the specialized company;- growing flexibility of the c

46、ompany, using outsourcing;- synergic effect;- insufficient expertise among employees in the company, using outsourcing;- experience in companies, providing logistics services;- strategic reasons.4. activities that can be passed to logistics outsourcingin logistics there is a multitude of complex act

47、ivities, which can be passed for execution to outsourcing companies. these might include: management of inbound material flow (supply management), inventory management, and management of procedures for receiving and handling of customer offers, conventional and special packaging, transportation, jit

48、 (just-in-time) deliveries, warehousing, information and software and hardware maintenance. yet before a function will be passed to outsourcing company it has to be considered which aspects of the company activity will be influenced (e.g. distribution costs, supervision of the supply chain, company

49、flexibility, customer service, seasonal fluctuations in product demand and/or implementing a new product).when the issue of outsourcing is being decided, many companies reject it and maintain the distribution function on its own, because companies could possess warehouses, car pool, etc. this way or

50、 the other, the possibility of using outsourcing may be treated even in those cases, because the issue of exploitation costs is more important.besides personnel costs and costs for maintenance of equipment and premises (e.g. warehouses, etc.) there are other costs that can be difficult to include in

51、 the structure of the balance sheet (which are not less important). these are costs for transportation management, security costs, and costs for using means of transportation, information service costs, taxes, costs for regulation of administrative and personnel issues, and legal support.information

52、 is an important aspect in the companys logistics activity and a basic source of control in the logistics chain.there is an opinion that the outsourcing of companys logistics will lead to loss of control over the logistics chain. yet many 3pl providers possess new, tested technologies, with the help

53、 of which, the processes of warehousing and transportation can be linked into a unified information flow.today the market conditions are changing rapidly and those companies, wishing to be competitive, require quick reactions both from their subsidiaries and the companies, which are under contract f

54、or outsourcing.the buyer is becoming more demanding and knowledgeable nowadays and his/her choice is wider than ever. the outsourcing organization has the possibility to quickly expand the existing market opportunities without attracting permanent assistants. it can also take advantage of its network of carriers, in order to expand the options for transportation.the situation in a company may vary from survival to profit in accordance with the extent to which it satisfies customer expectations. it can be expected th