外文翻譯---中小企業(yè)的物流戰(zhàn)略

1、附錄 A中小企業(yè)的物流戰(zhàn)略現(xiàn)代企業(yè) 競(jìng)爭(zhēng)的結(jié)果使生產(chǎn)企業(yè)和商業(yè)企業(yè)都進(jìn)入一個(gè)微利時(shí)代，產(chǎn)品的成本和利潤(rùn)也變得非常透明。大企業(yè)之間的競(jìng)爭(zhēng)現(xiàn)在不僅在技術(shù)、人才上展開(kāi)，同時(shí)也在物流和供應(yīng)鏈方面展開(kāi)。因?yàn)楝F(xiàn)代物流已經(jīng)成為“第三方利潤(rùn)源”，是企業(yè)降低成本，取得競(jìng)爭(zhēng)優(yōu)勢(shì)的重要的來(lái)源。 而處于技術(shù)、 資金和人才上劣勢(shì)的中小企業(yè)一直被認(rèn)為是“物流戰(zhàn)略的受益者”而不是物流戰(zhàn)略的制定者和執(zhí)行者。事實(shí)并非如此， 中小企業(yè)一向是市場(chǎng)的靈活的反應(yīng)者， 幾乎在大企業(yè)實(shí)施物流戰(zhàn)略的同時(shí)，也對(duì)物流的戰(zhàn)略積極的反應(yīng)， 也同樣采用物流戰(zhàn)略來(lái)提高自身的競(jìng)爭(zhēng)力的。一、中小企業(yè)物流戰(zhàn)略的發(fā)展幾個(gè)階段中小企業(yè)在國(guó)民 經(jīng)濟(jì)中發(fā)揮著越來(lái)越大

2、的作用， 無(wú)論在數(shù)量上、 解決就業(yè)方面、還是在促進(jìn)經(jīng)濟(jì)發(fā)展方面都起著主導(dǎo)的作用。因此， 中小企業(yè)發(fā)展在全球范圍內(nèi)日益受到重視， 與此相應(yīng)的中小企業(yè)物流戰(zhàn)略與管理也開(kāi)始受到重視。 物流是二次大戰(zhàn)后才逐步發(fā)展起來(lái)的， 中小企業(yè)幾乎同時(shí)發(fā)現(xiàn)物流的重要性， 只是由于自身的條件限制和企業(yè)家（或經(jīng)理） 對(duì)物流作用認(rèn)識(shí)的不同， 各個(gè)企業(yè)采取不同的物流策略來(lái)解決自身的物流 問(wèn)題。從目前 國(guó)外中小企業(yè)對(duì)物流的認(rèn)知和采用的手段來(lái)看，可以分為三種階段1、認(rèn)知階段：企業(yè)主或經(jīng)理對(duì)物流戰(zhàn)略有需求，但是由于要改變企業(yè)的組織結(jié)構(gòu)和采用新技術(shù)， 所以中小企業(yè)對(duì)是否加強(qiáng)物流管理還有疑問(wèn)。 處于這一階段的中小企業(yè)一般規(guī)模小， 暫

3、時(shí)對(duì)物流管理需求還不十分明顯。 企業(yè)主對(duì)物流的關(guān)注主要由于從為消費(fèi)者服務(wù)的角度和提高自身競(jìng)爭(zhēng)力來(lái)考慮。2、結(jié)構(gòu)調(diào)整階段：中小企業(yè)有了相應(yīng)的物流組織和管理機(jī)構(gòu)，企業(yè)已經(jīng)成為供應(yīng)鏈的一部分， 企業(yè)產(chǎn)品上下游之間形成供應(yīng)鏈戰(zhàn)略同盟， 上下游企業(yè)彼此之間形成合作關(guān)系。 中小企業(yè)為了應(yīng)付市場(chǎng)日益增加的競(jìng)爭(zhēng)壓力， 改變自身在供應(yīng)鏈中的不利的地位及企業(yè)的分銷(xiāo)渠道，不得不考慮實(shí)施一體化的物流戰(zhàn)略。3、行為實(shí)施階段：企業(yè)把物流作為企業(yè)發(fā)展戰(zhàn)略的重要一部分，并且積極1采用物流信息技術(shù)、 培訓(xùn)和咨詢方式來(lái)改造企業(yè)的組織結(jié)構(gòu)和方式。 企業(yè)已經(jīng)把物流作為核心競(jìng)爭(zhēng)能力而進(jìn)行發(fā)展。 這一階段的中小企業(yè)開(kāi)始對(duì)企業(yè)的結(jié)構(gòu)和行為

4、進(jìn)行診斷，同時(shí)結(jié)合人力資源結(jié)構(gòu)的調(diào)整來(lái)實(shí)施物流戰(zhàn)略。二、國(guó)外中小企業(yè)物流發(fā)展的趨勢(shì)早在八十年代末，國(guó)外中小企業(yè)就開(kāi)始利用現(xiàn)代物流管理和技術(shù)來(lái)提高企業(yè)的競(jìng)爭(zhēng)力。隨著中小企業(yè)物質(zhì)投資和非物質(zhì)投資的增長(zhǎng)， 中小企業(yè)對(duì)物流需求在逐步增加。據(jù)對(duì)農(nóng)業(yè)食品企業(yè)的一項(xiàng)調(diào)查顯示： 80.9%中小企業(yè)有物流經(jīng)理負(fù)責(zé)企業(yè)的物流管理， 38.5%企業(yè)增加了物流技術(shù)工程師人員?？梢?jiàn)，中小企業(yè)與大企業(yè)一樣對(duì)物流方面也很重視。從國(guó)外中小企業(yè)物流方面管理的發(fā)展來(lái)看，有以下的發(fā)展趨勢(shì)1、中小企業(yè)開(kāi)始把物流作為企業(yè)發(fā)展的戰(zhàn)略而重視企業(yè)的發(fā)展面臨著很多的市場(chǎng)壓力， 企業(yè)如果想在激烈的市場(chǎng)競(jìng)爭(zhēng)環(huán)境下生存就必須具有自己的核心競(jìng)爭(zhēng)力。

5、企業(yè)的核心競(jìng)爭(zhēng)力從七十年代的市場(chǎng)份額發(fā)展到八十年代產(chǎn)品質(zhì)量和低成本， 而從九十年代開(kāi)始， 客戶關(guān)系成為企業(yè)的核心競(jìng)爭(zhēng)力。中小企業(yè)物流戰(zhàn)略也是圍繞著企業(yè)核心競(jìng)爭(zhēng)力而發(fā)展的。 從二戰(zhàn)后開(kāi)始的分銷(xiāo)物流，發(fā)展到 70-80 年代的一體化物流，現(xiàn)在則是物流戰(zhàn)略。 分銷(xiāo)物流注重為顧客服務(wù)理念，一體化物流重視分銷(xiāo)渠道的建立，減少運(yùn)輸成本， 而物流戰(zhàn)略則在減少物流及供應(yīng)鏈成本， 提高產(chǎn)品及時(shí)性和產(chǎn)品質(zhì)量上、 提高顧客滿意度等方面有了綜合的一體化的考慮和實(shí)施的 方法，因此，通過(guò)物流戰(zhàn)略無(wú)疑會(huì)提高企業(yè)的核心競(jìng)爭(zhēng)能力。 這也是越來(lái)越多的中小企業(yè)把物流戰(zhàn)略作為企業(yè)發(fā)展戰(zhàn)略的一部分的主要原因。2、重視采用物流新技術(shù)和管

6、理新方式物流戰(zhàn)略離不開(kāi)對(duì)新技術(shù)的采用和新管理方式采用。據(jù)一項(xiàng)對(duì)農(nóng)業(yè)食品中小企業(yè)調(diào)查表明： 1989 年采用過(guò)至少一項(xiàng)物流技術(shù) （ JIT,EDI ，計(jì)算機(jī)輔助管理等）企業(yè)只有 22.2%，而到 1994 年則達(dá)到 42.6%。很多企業(yè)在采用物流技術(shù)和新管理方式前都進(jìn)行過(guò)有關(guān)咨詢活動(dòng)，尤其是管理咨詢最多3、物流的實(shí)施方面重視第三方物流機(jī)構(gòu)作用第三方物流機(jī)構(gòu)能為 企業(yè)節(jié)約了物流的成本， 提高物流效率， 是中小企業(yè)的理想選擇。如在歐洲， 物流服務(wù)市場(chǎng)約四分之一都是由第三方物流來(lái)完成的。很2多倉(cāng)儲(chǔ)和運(yùn)輸業(yè)務(wù)都是由第三方物流來(lái)實(shí)現(xiàn)。甚至有的零售店，早上只管開(kāi)門(mén)，晚上只管關(guān)門(mén)，缺什么全由電腦管理，該送時(shí)有

7、人送，根本就沒(méi)有倉(cāng)庫(kù)。三、對(duì)我國(guó)中小企業(yè)物流管理的啟示目前很多我國(guó)中小企業(yè)產(chǎn)品銷(xiāo)售物流多采取自辦物流方式，沒(méi)有依靠物流系統(tǒng)支持市場(chǎng)營(yíng)銷(xiāo)， 第三方物流公司的參與程度很低，因此難以滿足市場(chǎng)對(duì)產(chǎn)品小批量、多批次、多品種和緊急性的需求要求。 這種自辦物流方式， 設(shè)施利用率低，成本高；而且設(shè)施落后，達(dá)不到客戶需求的特定要求。還有，中小企業(yè)物流沒(méi)有達(dá)到一定的 經(jīng)濟(jì)規(guī)模，大多數(shù)企業(yè)的物流以“分包”方式為主，“外包”干線發(fā)運(yùn)、市內(nèi)配送和倉(cāng)儲(chǔ)、包裝業(yè)務(wù)， “外包”家數(shù)在2 至 10 家，有的甚至達(dá)到10家以上，企業(yè)物流嚴(yán)重分割， 形不成一體化的綜合物流，因而也就很難使用供應(yīng)鏈管理方式進(jìn)行管理。 以上的這些做法制

8、約著中小企業(yè)物流的科學(xué)健康發(fā)展。要適應(yīng)現(xiàn)代化的物流方式，必須先有一套科學(xué)的物流方案。1、高度重視物流戰(zhàn)略在中小企業(yè)發(fā)展中的作用中。物流戰(zhàn)略已經(jīng)成為大企業(yè)提高競(jìng)爭(zhēng)力的重要手段， 我國(guó)多數(shù)中小企業(yè)還沒(méi)有意識(shí)到物流成本控制的重要性，事實(shí)上，企業(yè)物流成本是除了原材料成本外的最大的成本項(xiàng)目， 而我國(guó)物流成本一般占總成本 30%-40%，鮮活產(chǎn)品占 60%左右甚至更多，而有效的物流管理可以節(jié)省 15%-30%物流成本，并且大大地減少庫(kù)存和運(yùn)輸成本，而國(guó)外發(fā)達(dá)國(guó)家物流成本一般控制在 10%左右。小企業(yè)本身在技術(shù)上和產(chǎn)品質(zhì)量都不及大企業(yè)，但中小企業(yè)在產(chǎn)品價(jià)格上和對(duì)市場(chǎng)需求反應(yīng)方面具有優(yōu)勢(shì)， 因此通過(guò)物流管理更

9、能在節(jié)省產(chǎn)品成本方面發(fā)揮自己優(yōu)勢(shì)。2、提高物流信息化水平，為實(shí)現(xiàn)一體化物流奠定基礎(chǔ)。中國(guó)企業(yè)應(yīng)加快建立起集成化的物流管理信息系統(tǒng)，以提高需求預(yù)測(cè)程度，促進(jìn)信息共享， 同時(shí)要積極引入和使用網(wǎng)絡(luò)技術(shù)、 EDI、人工智能、條形碼與 POS等各種先進(jìn)信息技術(shù)，從而真正實(shí)現(xiàn)物流信息的商品化、 物流信息收集的數(shù)據(jù)庫(kù)化和代碼化、 物流信息處理的電子化和計(jì)算機(jī)化，為一體化物流的實(shí)現(xiàn)提供信息與技術(shù)支撐。3、消除部門(mén)間利益沖突，構(gòu)筑一體化物流。在激烈的市場(chǎng)競(jìng)爭(zhēng)中，中國(guó)企業(yè)必須將物流活動(dòng)納入系統(tǒng)化、統(tǒng)一管理，通過(guò)一體化物流， 既提高顧客服務(wù)水平，又降低物流總成本，進(jìn)而提高市場(chǎng)競(jìng)爭(zhēng)力。企業(yè)內(nèi)部實(shí)現(xiàn)不了一體化，就談不上

10、與供應(yīng)鏈上下游企業(yè)之間合作形成一體化供應(yīng)鏈。但至于是否每個(gè)企業(yè)都成3立物流服務(wù)部甚或物流子公司， 筆者認(rèn)為，只有那些物流活動(dòng)具有相當(dāng)規(guī)模的企業(yè)，才有必要成立物流服務(wù)部或物流子公司。 對(duì)于新成立的企業(yè)， 就應(yīng)該將精力集中在自己的主業(yè)中，將物流交給第三方經(jīng)營(yíng)。 當(dāng)然，對(duì)于那些大規(guī)模的制造企業(yè)來(lái)說(shuō)，如 TCL、美的、科龍等，號(hào)稱要拿出幾個(gè)億來(lái)自己做物流，依據(jù)國(guó)際的經(jīng)驗(yàn)，仍值得認(rèn)真思考。在不需大量投資的情況下，整合內(nèi)部物流，把外部物流交由第三方去做，會(huì)獲得更好的效果。4、依托第三方物流機(jī)構(gòu)，采取供應(yīng)鏈管理模式。這就要求生產(chǎn)企業(yè)對(duì)從原材料采購(gòu)到產(chǎn)品銷(xiāo)售的全過(guò)程實(shí)施一體化管理， 企業(yè)與供應(yīng)商和顧客發(fā)展良好

11、的合作關(guān)系，建立比較完整的供應(yīng)鏈。 供應(yīng)鏈?zhǔn)侵笇a(chǎn)品服務(wù)提供給最終消費(fèi)者的所有環(huán)節(jié)的企業(yè)，構(gòu)成上、下游產(chǎn)業(yè)一體化的體系。 對(duì)于每個(gè)中小生產(chǎn)企業(yè)來(lái)說(shuō)，都處于供應(yīng)鏈當(dāng)中，使企業(yè)與上、 下游企業(yè)形成供應(yīng)鏈的戰(zhàn)略同盟， 成為整體供應(yīng)鏈的一部分。這樣使企業(yè)盡量減少“中間層次” ，而通過(guò)專業(yè)的第三方物流管理公司，直接將貨物送達(dá)最終顧客，減省開(kāi)支，并能更有效地管理資源，無(wú)需承擔(dān)倉(cāng)儲(chǔ)及存貨管理的成本。同時(shí)利用第三物流機(jī)構(gòu)提供的儲(chǔ)運(yùn)、包裝、裝卸和搬運(yùn)等服務(wù)，通過(guò)集約化操作完善輸送及流轉(zhuǎn)系統(tǒng)，提高末端物流的經(jīng)濟(jì)效益， 降低庫(kù)存、簡(jiǎn)化手續(xù)和提高保障程度；使貨品付運(yùn)的過(guò)程更有效率，并節(jié)省成本。依靠第三物流機(jī)構(gòu)提供的信

12、息，如供貨信息、 交通運(yùn)輸信息、市場(chǎng)信息、物流控制和物流管理信息等，了解物流的整體運(yùn)作狀況，及時(shí)調(diào)整物流計(jì)劃。5、與其它中小企業(yè)形成戰(zhàn)略聯(lián)盟。物流聯(lián)盟就是以第三物流機(jī)構(gòu)為核心，眾多的中小企業(yè)簽定契約形成相互信任、共擔(dān)風(fēng)險(xiǎn)、共享收益的集約化物流伙伴關(guān)系。這些中小企業(yè)同處商業(yè)行業(yè)，水平一體化物流管理可使同一行業(yè)中多個(gè)中小企業(yè)在物流方面合作， 使分散物流獲得規(guī)模經(jīng)濟(jì)和物流效率。從企業(yè)經(jīng)濟(jì)效益上看，由于通過(guò)物流戰(zhàn)略聯(lián)盟使眾多中小企業(yè)的集約化運(yùn)作，降低了企業(yè)物流成本。從社會(huì)效益來(lái)看，由于采用第三方物流機(jī)構(gòu)作為盟主，統(tǒng)籌規(guī)劃、統(tǒng)一實(shí)施，減少了社會(huì)物流過(guò)程的重復(fù)勞動(dòng)。當(dāng)然，不同商品的物流過(guò)程不僅在空間上是矛

13、盾的，可能在時(shí)間上也是有差異的。企業(yè)可以通過(guò)第三物流機(jī)構(gòu)的集約化處理，來(lái)解決這些矛盾和差異。而且，聯(lián)盟成員共擔(dān)風(fēng)險(xiǎn)，降低了風(fēng)險(xiǎn)與不確定性；還可以從第三物流機(jī)構(gòu)得到過(guò)剩的物流能力與較強(qiáng)的物流管理能力。6、利用網(wǎng)上交易平臺(tái)，實(shí)現(xiàn)電子商務(wù)?；ヂ?lián)網(wǎng)出現(xiàn)使買(mǎi)賣(mài)過(guò)程得以簡(jiǎn)化，4信用證申請(qǐng)可通過(guò)網(wǎng)上銀行服務(wù)處理， 至于采購(gòu)，買(mǎi)家可利用特定的網(wǎng)上交易平臺(tái)，輸入相關(guān)的資料， 網(wǎng)頁(yè)上有適合每個(gè)行業(yè)物品的采購(gòu)格式， 互聯(lián)網(wǎng)內(nèi)的搜尋功能可以幫助買(mǎi)家， 在有特別需要時(shí)，就可去尋找更合適的新供貨商去補(bǔ)充貨源。有了網(wǎng)上交易平臺(tái)后，小公司不需要 EDI( 電子數(shù)據(jù)交換 ) 也可以使用電子物流公司的服務(wù)，只要公司有自已的網(wǎng)址或

14、 e-mail 便可以，成本明顯較 EDI 便宜。此外，進(jìn)入了物流公司的網(wǎng)站內(nèi)，客戶就可以同時(shí)進(jìn)行存貨控制(InventoryControl) ，可以看到尚有多少貨物在貨倉(cāng)。例如公司若有一批貨在 3 日后到港，亦可預(yù)約貨倉(cāng)。又例如 3 日后公司有貨柜到達(dá)碼頭，需要有貨車(chē)運(yùn)輸， 否則擺放在碼頭的費(fèi)用很高昂，這時(shí)候，公司可以在互聯(lián)網(wǎng)上預(yù)訂車(chē)隊(duì)，去碼頭取貨。網(wǎng)上營(yíng)銷(xiāo)必須擁有完善的庫(kù)存和送貨管理系統(tǒng)，這些系統(tǒng)便是電子物流管理(e-Logistics)。企業(yè)還可以通過(guò)電子數(shù)據(jù)交換系統(tǒng)(EDI) ，直接連接客戶的數(shù)據(jù)系統(tǒng)及倉(cāng)庫(kù)管理系統(tǒng) (WMS)，讓管理層能在網(wǎng)上及時(shí)監(jiān)管及規(guī)劃存貨的流轉(zhuǎn)及補(bǔ)充。 因此，網(wǎng)

15、上物流管理系統(tǒng)不只可降低成本，更重要的是讓管理層能有效率地管理其供應(yīng)鏈資料， 有及時(shí)了解掌握最新信息的優(yōu)勢(shì)。 透過(guò)計(jì)算機(jī)條形碼掃描、電子數(shù)據(jù)交換系統(tǒng)、桌上計(jì)算機(jī)貨物追蹤、 倉(cāng)庫(kù)管理系統(tǒng)， 以及互聯(lián)網(wǎng)等物流管理工具，充分掌握貨物在供應(yīng)鏈上的流轉(zhuǎn)狀況。7. 開(kāi)拓全球性物流，尋求全球性市場(chǎng)空間。 中國(guó)的企業(yè)要增強(qiáng)競(jìng)爭(zhēng)憂患意識(shí)，在抓住國(guó)內(nèi)市場(chǎng)的同時(shí)，要放眼世界， 構(gòu)筑全球化戰(zhàn)略， 以一體化的物流管理和供應(yīng)鏈管理在全球?qū)で筚Y源采購(gòu)、生產(chǎn)裝配和產(chǎn)品分銷(xiāo)，參與國(guó)際化競(jìng)爭(zhēng)。 在全球范圍內(nèi)，通過(guò)實(shí)現(xiàn)對(duì)顧客的快速反應(yīng)、 提高顧客服務(wù)水平、 降低物流總成本或供應(yīng)鏈成本，提高企業(yè)在國(guó)際市場(chǎng)的競(jìng)爭(zhēng)力，并在全球性競(jìng)爭(zhēng)中立

16、于不敗之地。此外，中國(guó)企業(yè)要按市場(chǎng) 規(guī)律構(gòu)筑適合自己的物流戰(zhàn)略， 離不開(kāi)完善的宏觀環(huán)境和外部環(huán)境。中國(guó)政府在物流法律、法規(guī)建設(shè)，社會(huì)保障，就業(yè)機(jī)制，物流人才培養(yǎng)，物流基礎(chǔ)設(shè)施建設(shè)， 信息基礎(chǔ)設(shè)施建設(shè)等方面， 要為企業(yè)實(shí)現(xiàn)一體化物流管理和一體化供應(yīng)鏈管理創(chuàng)造有利的硬、軟環(huán)境，提供必要的政策保障； 要積極培育和發(fā)展第三方物流服務(wù)市場(chǎng)，以滿足企業(yè)尋求物流外包或戰(zhàn)略聯(lián)盟的需要。總之，物流戰(zhàn)略已從內(nèi)部一體化向外部一體化轉(zhuǎn)變；供應(yīng)鏈管理已成為競(jìng)爭(zhēng)戰(zhàn)略中非常重要的組成部分。 供應(yīng)鏈的高效運(yùn)轉(zhuǎn)， 離不開(kāi)供應(yīng)鏈合作伙伴的相互信任、相互依存、 互惠互利和共同發(fā)展的價(jià)值觀， 離不開(kāi)有利的環(huán)境和先進(jìn)的信5息系統(tǒng)。中國(guó)

17、的企業(yè)應(yīng)當(dāng)積極探索，銳意進(jìn)取，直面入世后國(guó)外競(jìng)爭(zhēng)對(duì)手的強(qiáng)有力挑戰(zhàn)，將一體化物流管理、供應(yīng)鏈管理納入到企業(yè)總體戰(zhàn)略中加以運(yùn)作，縮小同發(fā)達(dá)國(guó)家企業(yè)在物流管理和產(chǎn)品競(jìng)爭(zhēng)力上的差距，穩(wěn)定和提高國(guó)有產(chǎn)品在國(guó)內(nèi)市場(chǎng)的占有率，并進(jìn)一步開(kāi)拓國(guó)際市場(chǎng)空間。6附錄 BThe small and me dium -sized enterprise physical distribution strategyThe modern enterprise competition's result causes the Production enterprise and the Commercial departm

18、ent enters a meager profit time, the product cost and the profit also becomes very transparent. Between the big enterprise's competition not only on the technology, the talented person launches now, simultaneously also launches in the physical distribution and the supply chain aspect. Because th

19、e modern physical distribution already became " the third party profit source ", is the enterprise reduces the cost, has the competitive advantage the important origin. But is on the technology, the fund and the talented person the inferiority small and medium-sized enterprise has been con

20、sidered is " the physical distribution strategy beneficiary ", but is not the physical distribution strategy decision maker and the performer. The fact is not true, the small and medium-sized enterprise is always the market nimble reactor, while the big enterprise implements the physical d

21、istribution strategy nearly, also to physical distribution strategic positive response, also uses the physical distribution strategy to enhance own competitive power similarly.First, small and medium-sized enterprise physical distribution strategy development several stagesThe small and medium-sized

22、 enterprise is playing more and more major role in the national economy, regardless in quantity, the solution employment aspect, is taking the effect which in the promotion economic development aspect leads. Therefore, the small and medium-sized enterprise development globally day by day receives ta

23、kes seriously, also starts with this corresponding small and medium-sized enterprise physical distribution strategy and the management to receive takes seriously. . After the physical distribution is Second World War, only then gradually develops, the small7and medium-sized enterprise nearly simulta

24、neously discovered that the physical distribution the importance, is only as a result of own condition limit and the entrepreneur (or manager) to the physical distribution function understanding difference, each enterprise adopts the different physical distribution strategy to solve own physical dis

25、tribution problem. Looking from the present overseas small and medium-sized enterprise the method which and uses to the physical distribution cognition, may divide into three kind of stages1st, awareness stage: The business owner or manager have the demand to the physical distribution strategy, but

26、because must change enterprise's organizational structure and use the new technology, therefore small and medium-sized enterprise to whether to strengthen the physical distribution management also to have the question. Is at this stage the small and medium-sized enterprise general scale to be sm

27、all, temporarily to physical distribution management demand also not very obvious. Business owner to physical distribution attention because mainly from serves for the consumer the angle and enhances own competitive power to consider.2nd, structural adjustment stage: The small and medium-sized enter

28、prise had the corresponding physical distribution organization and the management structure, the enterprise already became supplies a chain's part, between the enterprise product upstream and downstream forms the supply chain strategy union, between upstream and downstream enterprise each other

29、forms the cooperation. The small and medium-sized enterprise to deal with the pressure of competition which the market increases day by day, changes oneself in the supply chain's disadvantageous status and enterprise's retailing channel, can not but consider the implementation integration th

30、e physical distribution strategy.3rd, behavior implementation stage: The enterprise takes the physical distribution the enterprise development strategy the important part, and uses the physical distribution information technology, training and the consultation way positively transforms enterprise

31、9;s organizational structure and the way. The enterprise already carried on the physical distribution as the core competitive ability the development.This stage's small and medium-sized enterprise starts to enterprise's structure and the 8behavior carries on the diagnosis, simultaneously uni

32、fies the human resources structure the adjustment to implement the physical distribution strategy.Second, overseas small and medium-sized enterprise physical distribution development tendencyAs early as in the late 80s, the overseas small and medium -sized enterprise starts using the modern physical

33、 distribution management and the technology enhances enterprise's competitive power. Along with the small and medium-sized enterprise material investment and the non-material investment's growth, the small and medium-sized enterprise is increasing gradually to the physical distribution deman

34、d. According to demonstrated to an agricultural food enterprise's investigation: 80.9% small and medium-sized enterprises have physical distribution manager to be responsible for enterprise's physical distribution management, 38.5% enterprises increased physical distribution technology engin

35、eer the personnel. Obviously, the small and medium-sized enterprise and the big enterprise also very much take seriously equally to the physical distribution aspect.The development which manages from the overseas small and medium-sized enterprise physical distribution aspect, has the following trend

36、 of development1st, the small and medium-sized enterprise starts the physical distribution to take seriously as the enterprise development strategyEnterprise's development is facing many market pressures, the enterprise, if wants to survive under the intense market competition environment must h

37、ave own core competitiveness. Enterprise's core competitiveness developed from the 70s's market share to the 80s product quality and the low cost, but started from the 90s, the customer related into enterprise's core competitiveness. The small and medium-sized enterprise physical distrib

38、ution strategy also revolves the enterprise core competitiveness to develop. After the World War II starts the retailing physical distribution, develops to 70 the 80s's integrated physical distribution, now is the physical distribution strategy. The retailing physical distribution pays great att

39、ention for the customer service idea, the integrated physical distribution to take seriously to retail channel's establishment, reduces the transportation cost, but the physical9distribution strategy in the reduced physical distribution and the supply chain cost, enhanced in the product timeline

40、ss and the product quality, enhances aspects and so on customer degree of satisfaction to have the comprehensive integrated consideration and the implementation method, therefore, will sharpen enterprise's core competitive ability without doubt through the physical distribution strategy. This is

41、 also more and more small and medium-sized enterprises takes the physical distribution strategy the enterprise development strategy part of primary causes.2nd, takes seriously to use the physical distribution new technology and to manage the new wayThe physical distribution strategy cannot leave to

42、the new technical use and the new mode of administration use. According to one item indicated to the agricultural food small and medium-sized enterprise investigation: in 1989 has used at least an item of physical distribution technology (JIT, EDI, computer auxiliary management and so on) the enterp

43、rise only then 22.2%, but achieved 42.6% to 1994. Many enterprises before using the physical distribution technology and the new mode of administration have carried on the related consulting activity, particularly manages the consultation to be most3rd, the physical distribution implementation aspec

44、t takes the third party physical distribution organization functionThe third party physical distribution organization could save the physical distribution cost for the enterprise, raised the physical distribution efficiency, was the small and medium-sized enterprise ideal choice. If in Europe, the d

45、elivery service market approximately 1/4 is completes by the third party physical distribution. Many warehousings and the transportation service are realize by the third party physical distribution. Even some retail shops, open the door by all means in the morning, evening by all means closes, lacks

46、 anything all by the computer management, should deliver when some people deliver, does not have the warehouse.Third, to our country small and medium-sized enterprise physical distribution management enlightenmentAt present are many Our country Small and medium -sized enterprise product sale 10physi

47、cal distribution to adopt manages oneself the physical distribution way, has not depended upon the physical distribution system to support the market marketing, the third party physical distribution company's participation degree is very low, thereforesatisfies the market with difficulty to the

48、product small batch, many raids, multi -variety and urgent the demand request. This kind manages oneself the physicaldistribution way, the facility use factor is low, the cost is high; Moreover the facility is backward, cannot achieve the customer demand the specific request. Also, the smalland medi

49、um-sizedenterprise physicaldistribution has notachieved certaineconomical scale, the majority enterprise's physical distributions by " the subpackage" the way primarily,“ the outsourcing " skeleton line shipping out, the local allocationand the warehousing, the packing service,“ t

50、he outsourcing " the family count in 2 to10, some even achieve above 10, the enterprise physical distribution divides seriously,cannot form integrated the comprehensive physical distribution,thus is also verydifficult to use the supply chain mode of administration to carry on the management.The

51、 above these procedures are restricting the small and medium-sized enterprisephysical distributionscience healthy development. Must adapt the modernizedphysical distribution way, must have a set of scientific physical distribution plan first. 1st, takes the physical distribution strategy in the smal

52、l and medium-sized enterprise development function. The physical distribution strategy already became the big enterprise to enhance the competitive power the important means that our country Most Small and medium-sized enterprises has not realized the physical distribution cost control the importanc

53、e, in fact, the enterprise physical distribution cost is besides raw material cost greatest cost item, but our country physical distribution cost accounts for the total cost generally 30%-40%, the bright product accounts for about 60% to be even more, but the effective physical distribution manageme

54、nt may save 15%-30% physical distribution costs, and reduces the stock and the transportation cost greatly, but overseas developed country physicaldistribution cost general control about 10%. The Small business itself technically is inferior to the big enterprise with the product quality, but the sm

55、all and medium-sized enterprise in the product price and to the market demand responded that the aspect has11the superiority, can therefore save the product cost aspect through the physical distribution management to display oneself superiority.2nd, raises the physical distribution informationizatio

56、n level, is realizes the integrated physical distribution to lay the foundation. The Chinese Enterprise should speed up establishes the integration the physical distribution management information system, enhances the demand forecast degree, promotes the information sharing, simultaneously must intr

57、oduce and use the networking, EDI, the artificial intelligence, the bar code and POS positively and so on each kind of advanced information technology, thus realizes the physical distribution information commercialization, the physical distribution collection of information database truly and the code, the physical distribution information processing computerization and computerizes, realizes for the integrated ph