第三方物流外文文献(原文与翻译)

第三方物流：一个文献综述和研究议程【外文翻译】外文翻译原文Third party logistics: a literature review and research agenda Material Source: Department of Management ScienceAuthor:Konstantinos SelviaridisIntroductionIn recent years there has been a surge of academic interest and publications in the area of third party logistics (3PL). This can be partly explained by the growing trend of outsourcing logistics activities in a wide variety of industrial sectors. The continuing wave of consolidation within the 3PL industry has also resulted in the emergence of large companies that have the capabilities to offer sophisticated logistics solutions on a continental or even global scale. Such logistics service providers (LSPs) strive to assume a more strategic role within the supply chain of clients, expanding their scale and scope of operations.Despite the growing interest in 3PL, the literature on this area appears to be disjointed. Based on an extensive literature review, this paper aims to offer a taxonomy of 3PL studies and point out opportunities for further research. In a previous attempt, summarised the results of their literature survey which also included articles from practitioner journals and the trade press. For the sake of rigour, the present study concentrates only on refereed journal papers published during 1990-2005.Analysis of findingsThe analysis of literature is based on multiple dimensions. Both content- and method-oriented criteria are used. The papers were firstly classified according to their research purpose(descriptive vs normative) and nature (empirical vs conceptual). The results indicate that most 3PL studies (60 per cent) are empirical-descriptive in nature.3PL studies are weakly theorised, with 69 per cent of the papers having no theoretical foundation and simply describing trends in the industry. This confirms others' views that logistics research lacks a theoretical basis. Nonetheless, somework uses theories such as transaction cost economics (TCE) and the resource-based view (RBV) of the firm to explain logistics outsourcing. Relationship marketing approaches, network theory, agency theory, competence theory, channel theory, political economy theory and social exchange theory have also been applied to explain aspects of 3PL relations. However, their use seems to be the exception rather than the rule and most of them are applied on a piecemeal basis, without serving any broader research objective.The level of analysis of 3PL research is also examined. In line with Harland (1996)and Hakansson and Snehota (1995), studies are classified in terms of three levels:1.the firm2. the dyad3.the network.The firm levelThe decision to outsource (or not) logistics activities depends on a multitude of variables, which refer to both internal and external considerations. have identified factors such as centrality of the logistics function, risk and control, cost/service trade-offs, information technologies and relationships with LSPs. The concept of logistics complexity is also introduced to incorporate a number of critical drivers that impact on the above identified factors. Product-related (e.g. special handling needs), process-related (e.g. cycle times) and network-related (e.g. countries served) drivers are believed to have an indirect influence in the outsourcing decision.A variety of benefits and risks in relation to 3PL have been reported in the literature. These can be classified as strategy-, finance- and operations-related. Outsourcing non-strategic activities enables organisations to focus on core competence and exploit external logistical expertise . 3PL providers can also contribute to improved customer satisfaction and provide access to international distribution networks . The most often-cited risks are associated with loss of control over the logistics function and loss of in-house capability and customer contact . However, it is usually the case that shippers employ a mixed strategy regarding logistics and retain important logistics activities (e.g. order management) in-house. While it is reported that users of 3PL enhance their flexibility with regard to market (investments) and demand (volume flexibility) changes, lack of responsiveness to customer needs is also cited as a problem of outsourcing .The review reveals a mismatch between supply and demand for logistics services. Evidence from recent industry surveys indicates that while LSPs expandtheir offerings to include information systems, consulting, contract manufacturing and even purchasing and financial services, there is a low uptake of such services and buyers in general prefer to outsource transport- and warehouse-related functions .Three main frameworks for procurement of logistics services have been identified. compare the purchasing process between commoditised (e-freight exchanges) and advanced logistics services. They find that definition of service requirements appearto be more difficult, criteria for 3PL selection extend far beyond price considerations and contracts are much more detailed when buying advanced logistics solutions.Berglund have identified several factors facilitating the rise of the 3PL market. On the demand side, key drivers include reduction in asset intensity, reduction of labor costs and restructuring of distribution; on the supply side, industry deregulation and declining profit margins in basic services are among the reasons for growth. Some authors have explained how transportation firms developed into 3PL providers by expanding their service offerings to differentiate themselves from competition .In a highly competitive sector cost reduction, market segmentation and service differentiation are the main ways of improving 3PL performance and profits. In addition, environmental changes and the introduction of new technologies have an impact on LSP strategic planning. For example, e-commerce and its implications for logistics operations should be fully understood by 3PL firm s .Both vertical (shipper-LSP) and horizontal (among LSPs) alliances are set up mainly with the aim of getting access to complementary resources and capabilities. In particular, horizontal alliances among LSPs are deemed necessary for the development of cross-border logistics solutions. Some authors though question the effectiveness of Pan-European and global logistics operators and they argue for the existence of local, medium-sized 3PLs that better serve customer needs in foreign markets .The dayd levelExisting literature suggests that the nature of 3PLrelationships is a function of service offering composition, contract duration and the client's motivation for outsourcing.There are many examples of partnerships between LSPs and manufacturers/retailers in the logistics literature. It is suggested that such partnerships develop gradually, as the number of outsourced activities increases overtime. Shippers often adopt an “increasing scope” strategy in respect of their relationships with LSPs. According to this practice, buyers are looking for specific solutions at the initial stages of the relationship in order to test the provider's capabilities . However, over time, the scope of the relationship increases and the offering expands to include more value-added and customised solutions .The design and implementation of 3PL relations appears to be problematic. Often-cited difficulties include lack of understanding of client's supply chain needs, lack of adequate expertise in specific products and markets, unrealistic customer expectations, inadequate description of services and service levels, lack of logistics cost awareness by the client and lack of 3PL innovation. In response to such problems the literature focuses on issues such as 3PL selection, contracting, information sharing between client-LSP and performance measurement systems. In relation to service provider choice, the buyer organization should create a comprehensive list of selection criteria that extend beyond price considerations. These issues are now considered in turn.Frequent communications and information sharing between the contracting parties are crucial for effective management of 3PL relations . Information exchange is important even in the pre-contracting period, when the buyer attempts to assess thecapabilities of the potential supplier. Communication channels in multiple organizational levels are established in order to cover the strategic as well as operational information needs. In many instances, joint meetings are also established to review the provider's performance and solve any arising problems. More seldom, inter-organisational teams and committees are formed with the aim of facilitating information exchange between contracting parties and/or improving business processes .Whatever their starting point of analysis or theoretical perspective, all frameworks include a relationship evaluation stage. A feedback mechanism is also incorporated in order to adjust the relationship objectives and adapt processes. Some of them do not consider specific 3PL characteristics. Even worse, researchers who apply such frameworks to 3PL relationships do no appear to provide any justification for doing so. These frameworks also suggest, either implicitly or explicitly, that 3PL alliances are a means to achieve competitive advantage, by gaining access to external resources and capabilities .Collaborative 3PL relations can lead to new competence development and innovation, provided that partners openly exchange information and share their knowledge and skills . Organisational learningis thought to be an important quality which facilitates innovation and 3PL service improvement .The network levelCurrent research focuses on dyadic LSP-client interactions. However, the boundary-spanning role of logistics and the importance of customer service for 3PL arrangements are reflected in many studies, which either implicitly or explicitly discuss the client's customer interface, i.e. the treatment extendsbeyond the dyad to consider larger networks.There are a few studies that explicitly discuss the formation of logistics outsourcing triads.Bask argues that the term 3PL implies a triadic link among suppliers, their customers and LSPs. Larson and Gammelgaard investigate the preconditions, benefits and barriers to the formation of collaborative relations among buyers, sellers and 3PL providers. Carter and Ferrin have illustrated the impact of trilateral collaboration on the reduction of transport costs. Moreover, Gentry has studied the role of carriers in strategic buyer-supplier alliances and concluded that LSPs mainly have operational responsibilities and are not involved in strategic planning of the supplier-customer alliance.Various forms of sub-contracting are also considered in the literature. In particular, the design of 4PL/LLP solutions entails that the LSP acts as a single point of contact within the client's supply chain. The 4PL provider is often regarded as a non asset-based company which makes use of its supply chain design/planning capabilities and IT solutions and acts as a single interface between the client and multiple (asset-based) LSPs (Skjoett-Larsen, 2000). Logistics providers also develop horizontal networks in order to gain access to complementary resources and capabilities.Directions for future research1.Focus on network research.The review has revealed a knowledge gap in relation to the design and implementation of 4PL/LLP contracting arrangements. Existing studies focus on conceptualising 4PL and pointing out its difference from 3PL, without reaching a common definition. Further, empirical research should be directed towards these phenomena, in particular:2.Focus on normative research.Further normative research is needed to provide practitioners with tools and frameworks for decision-making. On this front, two suggestions are offered: Outsourcing decision framework, Selection criteria framework.。

本份文档包含：关于该选题的外文文献、文献综述一、外文文献文献信息标题: Business Logistics Performance Measurement in Third-Party Logistics: An Empirical Analysis of Australian Courier Firms作者: Michael W; Ferry J; Ahmad A出版物名称: International Journal of Business and Information卷: 10;期: 3;页: 323-336 年份: 2015Business Logistics Performance Measurement in Third-Party Logistics: An EmpiricalAnalysis of Australian Courier FirmsABSTRACTThis paper presents an empirically validated measurement model of logistics performance in Australian courier firms. In third-party logistics firms, logistics performance directly influences both internal and external stakeholders/customers. The courier firm is an important model of third-party logistics. In this study, all measures are validated by both academics and practitioners. Empirical data for the study was collected through a web-based survey. A total of 162 responses were used to verify the measurement model of structural equation modeling. Results indicate that the logistics performance measurement has high reliability and validity in the study. This measurement model contributes to the business performance literature. It provides insight to assess logistics performance in the postal/courier industry. In addition, the measures can be generalized for different business management purposes.Keywords: Performance measurement, logistics performance, business logistics, supply chain management, postal/courier industry1. INTRODUCTIONDuring the last couple of decades, the logistics industry has boomed worldwide, and competition in the third-party logistics (3PLs) market is now very intensive. Thelogistics performance of 3PLs is crucial in today's competitive business world. Logistics performance in courier service is critical for customers [Ho, Teik, Tiffany, Kok, and Teh, 2012]. It is important for transport logistics service providers in delivering value to members in the supply chain [Lai, Ngai, and Cheng, 2004]. Especially, 3PLs and transport service providers play a vital role in a supply chain system to deliver goods and information to link the different business partners in a supply chain. Thus, the effect of 3PLs' performance is significant. Furthermore, logistics performance is a success factor for both logistics service providers and their customers [Richard and Rein, 2004], because not only are 3PLs and transport service providers impacted by logistics performance, but also other business stakeholders and/or customers in the same supply chain network may suffer negative impacts of logistics performance.Cohen and Roussel [2005] indicated that performance measurement refers to the indicators of the work performed and the results achieved in an activity, process, or organizational unit. Logistics performance was one of the important factors driving the choice of a 3PLs provider Mentzer and Flint, 1999; Thai, 2013]. In addition, an oft-repeated axiom is: "If you can't measure it, you can't manage it." Performance measurement is fundamental to achieving organizational success [Fawcett and Cooper, 1998]. Therefore, logistics performance measurement plays a vital role in today's business management.The 3PLs provide various services, which include transportation, warehousing, cross-docking, inventory management, packaging, and freight forwarding [Gudehus and Kotzab, 2012]. Between 84% and 90% of companies using 3PL suppliers believe that 3PLs should provide a comprehensive set of offerings [Donlon, 2006]. And, the 3PLs could benefit the companies in various aspects; for example, reduction in cost, reduction in capital investment, and enhanced operational flexibility. A courier company is one of the typical 3PL models in the logistics industry [Cowles, 2012]. Logistics performance in courier service is critical for customer satisfaction [Ho et al., 2012]. Previous studies have found that logistics performance could directly influence customer preferences [Feng et al., 2007; Ho et al., 2012; Mentzer and Flint, 1999;Thai, 2013]. Although less attention has been paid to the logistics performance of courier services, this paper presents an empirically validated measurement model of logistics performance based on the Australian courier industry.2. BACKGROUNDThe earliest record of courier parcel service in Australia can be traced to 1809. Its origin is Australia Post. Postal services were an important feature of Australian life from the early colonial period, being the only means of contact between Australia and Britain for much of the nineteenth century [Post, 2013]. Today, airplanes, ships, trains, trucks, and bicycles have been widely used by couriers to transport customers' messages and parcels. Modern forms of transportation allow parcels to be delivered very quickly over vast distances [Wang, 2011]. These methods are highly efficient and obviously far more reliable than any of the options in the past. The general parcel courier service uses technologies to organize, transport, and even track deliveries. With GPS-style tracking options, customers not only receive parcels quickly, but also can watch the progress of their parcels along the way and get a proof of delivery. Therefore, many information technologies are involved in modern courier service, such as online real-time track and trace technology, which enables customers to monitor their freights from the point of pick-up to the point of delivery.A courier company is a less-than-a-truckload (LTL) third-party logistics (3PL) carrier. One can sort 3PLs into different types, which include freight forwarders, courier companies, and other companies that integrate and offer subcontracted logistics and transportation services [Cowles, 2012]. A courier company is one of the most significant 3PL modules for all types of 3PLs. The operational costs for a carrier have three major components: costs for drivers and vehicles making local pick-ups and deliveries, line haul costs for transporting freight between terminals, and handling costs for sorting and consolidating freight. Handling freight in an LTL terminal is labor-intensive and therefore expensive because workers must quickly sort a variety of freight [Bartholdi and Gue, 2000]. Generally, road and air are the two most popular transport models in the Australian courier industry.Today's courier service is different from a traditional postal service. A large number ofcourier firms, especially the large-scale ones, have begun to offer various services, including inbound freight, freight consolidation, reverse logistics, value-added customer services, distribution, order fulfillment, and outbound freight. Moreover, trends such as globalization, online shopping, and urbanization stimulate demands for courier services [Wang, 2011]. It is important, therefore, to understand and measure courier performance. This study focuses on the performance of delivering express small parcels (normally under 30kg per item) in Australian courier firms; for example, DHL Express, TNT Express, and Toll priority.3. MEASURING LOGISTICS PERFORMANCEFrom the resource-based view (RBV), each firm is a particular bundle of resources and capabilities. Moreover, each firm may have distinct objectives and strategies. Therefore, performance measurement may be different in different companies. In general, performance can be measured in hard (objective) measures and soft (perceptual or responsiveness) measures [Chow, Heaver, and Henriksson, 1994]. Hard measures include raw financial statistics, costs statistics, commissions, and services rendered. In contrast, soft measures include supervisor appraisals and self-perception. Performance analysis is the measurement and comparison of actual levels of achievement of specific objectives [Yang, 2012]. When analyzing system performance, it is difficult to use qualitative evaluations that are vague. However, the chosen numerical performance measure may not adequately describe the system's performance [Benita, 1999]. Hudson, Haas, and Uddin [1997] showed that performance measures are the quantities that capture the level to which the system performed and the results achieved in the process. Performance measures also can be used for other business purposes. Such performance measures have to be identified as the first task in risk analysis [Aven, 2012]. The informative performance measures could help companies to prevent the escalation of, and reduce the consequences of, a hazardous situation [Aven, 2012]. Furthermore, performance measures may prevent and monitor the risks in risk analysis [Aven, 2012].Various indicators and attributes of logistics performance have been discussed in terms of different aspects or purposes. Previously, an aspect such as transportationcost or customer service was measured [Fawcett and Cooper, 1998]. The performance of activity was determined on the basis of costs [Christopher, 1998], whereas a number of empirical studies focused on service and quality [Irene Gil, David Servera, Gloria Berenguer, and María Fuentes, 2008]. Richard and Rein [2004] suggested that logistics performance is a success factor for both logistics service providers and their customers. Although logistics performance measurement has been widely discussed [Chow et al., 1994; Pichet and Shinya, 2008], there are few studies that investigate the logistics performance of courier firms. This paper provides an empirical analysis of courier firms in Australia.There are many distinct ways to measure performance in logistics companies. In the current study, logistics performance measures focus on the transport and freight industry in terms of the nature of being a courier, which is transporting express small packages/parcels from point of origin to point of destination (door-to-door service). The dominating logistics performance variable is on-time delivery [Helena, 2012]. Fawcett and Cooper [1998] identified important logistics performance attributes, including cost, productivity, customer service, and logistics quality. The performance indicators in the research are based on the hierarchy framework for evaluating logistics performance [Pichet and Shinya, 2008]. From Pichet and Shinya [2008] and Helena [2012], we extracted four logistics performance variables (on-time delivery, frequency of damaged freight, frequency of operation disruption, and flexibility). According to the literature review, the measures of logistics performance are drawn and developed from previous studies of logistics and transport industries [Fawcett and Cooper, 1998; Morash, 2001; Najmi and Makui, 2012; Pichet and Shinya, 2008]. The indicators of logistics performance are measured by four aspects: customer service, delivery operations, freight safety, and information accuracy (Table 1).The current study focuses on the actual courier performance of delivering small express parcels/packages, which may influence both courier firms and their customers. The results and generalization may be widely used, however, in the transport and logistics industry.4. METHODOLOGYStructural equation modeling (SEM) comprises two types of measurement scales: formative and reflective. It is important to understand the distinction between the two, because different types of measurement scales may influence the relationships and results in a study [Loehlin, 2004]. In reflective measurement models, variation in the construct causes variation in the item measures, changes in observed variables or indicators of the latent constructs reflect changes in the latent constructs, and the error item in items can be identified. In contrast, in formative measurement models, variation in item measures causes variation in the construct, latent constructs is determined as a combination of its indicators, and the error term cannot be identified if the formative measurement model is estimated in isolation [Churchill, 1979; Coltman, Devinney, Midgley, and Venaik, 2008]. In this study, we used a reflective scale to assess logistics performance.4.1. Instrument DesignMeasurement of the logistics performance of couriers in this study was derived from literature review and observation, and, then to ensure content validity, a pilot study was used to test the questionnaire before conducting a comprehensive survey. In the questionnaire survey, the items are structured and presented on a 7-point Likert scale. Likert-type scales are considered reliable and are recommended for obtaining people's attitudes, values, and perceptions [Miller, 1970]. In the 7-point Likert-type scale used in this study, 1 = "strongly disagree," and 7 = "strongly agree."A multiple-indicator measure of a concept is used to measure logistics performance. The main reason for its use is recognition that there are potential problems with relying on just a single indicator, because one indicator may capture only a portion of the underlying concept or be too general [Bryman and Bell, 2011]. In addition, the SEM requires a minimum number of indictors for a latent variable [Loehlin, 2004]. Multiple-indicator measures may minimize measurement errors and improve the reliability and validity of measures of concepts [Grinnell and Unrau, 2011].A positive feedback was received from our pilot study of the questionnaire, producing suggestions for minor changes. Nine items were finalized to assess logistics performance in Australian courier firms (see Table 3 in section 5.2). The indicators oflogistics performance are validated by both supply chain and logistics academics and practitioners in the Australian courier industry.4.2. Data CollectionIn this study, we consider the sample size for research using the partial least squares approach for structural equation modeling (PLS-SEM) analysis. One of the advantages of the PLS-SEM approach is the smaller sample size compared with other approaches. A questionnaire survey is a major instrument to collect data. In this study, 98 courier companies in Australia were identified and invited to participate. Empirical data was collected through a web-based survey. A total 162 responses were used to verify the measurement model of structural equation modeling. The approximate response rate was about 20%.4.2. Data AnalysisPLS-SEM has become a popular statistical technique in today's business research [Henseler, Ringle, and Sinkovics, 2009]. The IBM SPSS version 21 statistical software package was chosen for the study. This package is widely used for data screening involving data cleaning. Factor analysis involved the initial reliability, validity, and measure of purification in the study.5. RELIABILITY AND V ALIDITY OF RESULTSTo ensure the reliability and validity of the measurement model, a factor analysis is performed for the reflective construct. Reliability is an assessment of the degree of consistency between multiple measurements of a variable [Hair, 2010]. This study applies a reliability coefficient with Cronbach's alpha to test the reliability of the scale. The reliability is demonstrated by Cronbach's alpha greater than 0.7 in SPSS [Hair, 2010].Validity is another important dimension to indicate the degree of accuracy of measurements. Face or content validity was tested in the pilot study. Convergent validity assesses the degree to which two measures of the same concept are correlated [Hair, 2010]. High correlations are required to ensure convergent validity. A value greater than 0.7 is considered a satisfaction level. In contrast, discriminant validity is the degree to which two conceptually similar concepts are distinct [Hair, 2010]. Factoranalysis includes various reliability and validity tests, Cronbach's alpha KMO, Bartlett's test, communalities, and convergent and discriminant validity.5.1. Factor AnalysisExploratory factor analysis (EFA) is used to explore the underlying dimensions of construct. Logistics performance is a reflective multi-item construct. The most widely used method in factor analysis is principal axis factoring (PAF). It is a least-squares estimation of the common factor model. It makes no assumption about the type of error and minimizes the unweighted sum of the squares [unweighted least squares (ULS) or ordinary least squares (OLS)] of the residual matrix [Winter and Dodou, 2012]. Promax is used for the factor rotation method. The detailed testing results can be found in Table 2.Kaiser-Meyer-Olkin (KMO) measures of sampling adequacy and Bartlett's test of sphericity are used to assess the suitability of the respondent data for factor analysis. Interpretive adjectives for the KMO of sampling adequacy include marvelous (> 0.90), meritorious (> 0.80), middling (> 0.70), mediocre (> 0.60), miserable (> 0.50), and unacceptable (below 0.50) [Hair, 2010]. The value of the KMO measure of sampling adequacy for this study is 0.92, which would be labeled as marvelous. Bartlett's test of sphericity plays a vital role for accepting the sample adequacy. A general rule for the Bartlett's test of sphericity must be less than 0.05 [Hair, 2010]. The sig value for this test is 0. Therefore, the validity and suitability of the responses are accepted in this study.Based on Kaiser's criteria (eigenvalue greater than 1), a cumulative percentage of variance of 66.3% and a total of one component having an eigenvalue >1, one factor was extracted for the construct-logistics performance. No item is removed from the logistics performance measurements during the factor analysis. As Table 2 shows, the construct has high reliability and validity.5.1 Item Reliability and ValidityFor reflective indicators, a general rule for item reliability is Cronbach's alpha greater than 0.7 [Hair, Sarstedt, Pieper, and Ringle, 2012]. Cronbach's alpha is a commonly used test of internal reliability. It essentially calculates the average of all possiblesplit-half reliability coefficients [Bryman and Bell, 2011]. The instrument showed good statistical properties as the Cronbach's alpha for logistics performance is 0.93, which is above the threshold of 0.7 (Table 3). Therefore, the reliability of individual items is eligible in the study.In the current study, nearly all loadings are above the threshold of 0.7. In practice, items often have loadings below 0.7. It is common to exclude items only if loadings are below 0.4 [Hair, 2010]. Convergent validity is demonstrated by an average loading greater than 0.7, A VE greater than 0.500, and communalities greater than 0.500 (Hair, 2010). Convergent validity for the reflective items shows that all items load with a significant t value and that the A VE score is 0.66 higher than the threshold of 0.5 (Table 3). Discriminant validity is demonstrated by the square root of the A VE being greater than any of the inter-construct correlations (Hair et al., 2012).In this study, factor analysis is conducted to explore and investigate the nature of the variable - logistics performance in the Australian courier industry. The results demonstrate the reliability and validity of the scale of logistics performance in the Australian courier industry. Factor analysis has become an important tool for both quantitative and qualitative researchers to explore and generate dimensions. In EFA, researchers normally do not have expectations. This would help researchers to develop a theory. In addition, EFA is an important factor analysis approach to reduce a large number of variables into a smaller set of factors. We have used the approach to determine the factor of logistics performance and to develop an empirically supported scale of logistics performance in the Australian courier industry.6. DISCUSSIONWith the rapid development of e-business, couriers have become more and more popular, but there are very few studies on the courier industry. The objective of our study is to verify a measurement model of logistics performance in the 3PLs. In this study, we focus on business logistics performance measurement based on the Australian courier industry. We use factor analysis for measurement model development. Although items are adopted from the literature review, all items are used to assess the logistics performance of courier firm for the first time. This papercontributes to business performance literature. Logistics performance is assessed from four aspects: customer service, delivery operations, freight safety, and information accuracy. A total of 9 items were identified and tested to measure the logistics performance of the 3PLs. The factor analysis revealed one underlying factor of logistics performance in the Australian courier industry. Based on the results of factor analysis, the measurements of logistics performance have a high level of reliability and accuracy.7. CONCLUSIONThe primary contribution of this paper is that we found empirical support for a measurement model of logistics performance in the Australian courier industry. The scale of logistics performance was verified empirically. Our findings can be widely used for further research and/or measurement of logistics performance in the transport and logistics industry. We used IBM SPSS version 21 for data analysis. The results indicated a high level of reliability and validity. During the measurement refinement process, we did not delete any item. In other words, the 9 items were found to well represent the logistics performance of the 3PLs.The current paper provides, for the first time, an empirically validated measurement model of logistics performance for Australian courier firms. The results have important implications for both academics and practitioners. Logistics performance is an important concept in business discipline. Measuring business logistics performance is one of the key tasks in understanding and developing the concept. Our measurement model makes a contribution to the literature. For managers, operating costs may be a problem in many Australian courier firms. From our research, we identified problems relating to delays, customer complaint and damaged/ lost freight. We suggest that the scale could be used to assess logistics performance in other industries. Therefore, an important implication of the study is that future empirical studies should test logistics performance measurement in different countries and/or sectors.Although the results show a high degree of reliability and validity, it must be remembered that the empirical data was collected from Australian courier firms onlyand that any generalization to other countries or sectors should be made with caution. The logistics performance measurement model of structural equation modeling can be used for a structural model. Further research may be conducted to investigate the relationships between logistics performance and other constructs.二、文献综述第三方物流的文献综述摘要第三方物流，英文表达为Third Party Logistics，简称3PL，也简称TPL，是相对“第一方”发货人和“第二方”收货人而言的。

Study on the Third Party Logistics Development under the Condition of Electronic Business RapidDevelopmentRongsheng LvSchool of Management Tianjin University of TechnologyTianjin, Chinalvrsheng@Haichao JinSchool of Management Tianjin University of TechnologyTianjin, Chinahaichao146@Abstract—At present, e-commerce which has taken information technology, business technology and management techniques together is at an alarming rate getting into the people's production and life, promoting the pace of economic globalization, trade liberalization and information modernization. However, when the network security technology and certification system have been increasingly sophisticated, the lag of third-party logistics development has been becoming a major obstacle to the development of e-commerce. To solve this problem, writer of this paper first examines the relationship between e-commerce and third-party logistics, through the SWOT analysis of third party logistics development, and then presents the countermeasures of third-party logistics development.Keywords-e-commerce; third party logistics; SWOT analysis;countermeasuresI.I NTRODUCTIONNeither saving raw materials nor raising labor productivity, establishing a highly efficient third party logistics system has become the key of e-commerce enterprises competitive advantage. Whether the operational improvement of third-party logistics system is successful has an extremely important influence on e-commerce. Thus, exploring the third-party logistics development which is appropriate to the current e-commerce rapid development in China has great significance.II.THE RELATIONSHIP OF E-COMMERCE ANDTHIRD-PARTY LOGISTICSA.The Impact of E- commerce on Third-party LogisticsWith the further development of social information, the operation mode of the e-commerce has been widely used among the various enterprises. This trend has played a huge role in promoting the development of the third-party logistics, but also puts forward new demands for the third-party logistics. 1)E-commerce has built up a new market for the third-party logisticsThird-party logistics is the best carrier for the e-commerce transactions. E-commerce applies modern information technology to achieve the whole process of the commodity trading and transaction management using no paper. Nevertheless, that the goods quickly and accurately reached to the users relies on modern logistics. In order to efficiently complete the online transaction, enterprises should get orders, sent goods in a timely manner from the warehouse to the customer hands, be up to date price list, know the billing information and handle the customer orders. The challenge posed by these processes is often difficult for enterprises to bear alone, so most companies will seek support from the third-party logistics companies.2)E-commerce provide a new technology to third-party logisticsThe information technology relating E-commerce infiltrates all-round way into the logistics management fields. It provides a higher information technology and a better channel of communication for third-party logistics. In e-commerce environment, the business process models of third-party logistics enterprise includes: undertaking the logistics business contract from the client companies, getting operational orders, organizing the purchase of goods, warehousing, storage, protecting, out of libraries, transportation and distribution, fund settlement and so on. Enterprises should take full advantage of e-business, organize and plan scientifically, use efficiently network resources, expand markets, improve work efficiency and enhance their core competitiveness, so as to increase economic benefits. Such as: bar-code technology (Bar-Code), electronic data interchange technology (Electronic Data Interchange, EDI), electronic ordering system (Electronic Order System, EOS) and so on. E-commerce has changed the competitive status of third-party logistics [1].3)E-commerce has changed the competition situation of third-party logisticsIn e-commerce, the market competitive advantage will not rely on that enterprises have the amount of material resources, but rather that it can mobilize, coordinate and integrate the number of social resources to enhance their market competitiveness. Therefore, the third-party logistics enterprises' competitiveness relies on information from their union or knowledge alliance. This requires third-party logistics enterprises unite together and form a collaborative state in the2010 International Conference on E-Business and E-Governmentcompetition. A After these, the third-party logistics supply chain could be more efficient, rationalized and systematized.B.Third-party Logistics Could Ensure the Realization of E-commerce1)Third-party logistics ensure the commercial productionWhether it is in traditional trade mode, or in e-commerce, the production always is the root of the circulation of commodities. But production need support of all kinds logistics activities. From raw material procurement to the reusable materials recovery and waste disposal, the entire production process is actually a series of logistics activities. Through reducing costs, optimizing inventory structure, cutting down capital, shortening the production cycle, modern third-party logistics ensure production efficiently. On the contrary, without modern third-party logistics, the production will be difficult to proceed smoothly, and e-commerce will not work on.2)Third-partyLlogistics Services for Business FlowIn the business flow activities, the ownership of goods will be transferred from supply-side to the demand-side when the purchase and sale contracts were signed, while the products have not been moved entirely. In a traditional transaction process, in addition to the non-physical futures exchange, the general flow of commerce must be accompanied by corresponding logistics activities. In the e-commerce, consumers click through the online shop to complete the delivery of commodity ownership, namely, business workflow. But the e-commerce activities are not over. Only when goods and services are really transferred to consumers, business activities will be ended. Throughout the process of e-commerce transactions, third-party logistics actually followed-up business flow. Modern third-party logistics is indispensable for business flow.3)Third-party Logistics is Fundamental Guarantee to Achieve "customer oriented"ConceptThe e-commerce greatly facilitates the consumers. However, the insecurity of online shopping has always been an important reason for the generalization of e-commerce. If there is lack of modern logistics, e-commerce shopping convenience to consumers would equal to zero. Ultimately, consumers will inevitably turn to the more secure way they consider. Currently, in e-commerce transactions, business flow, capital flow and information flow are available to achieve through computer and network communications equipment. Only most of third-party logistics distribute in the traditional way [2]. Thus, a highly efficient third-party logistics system becomes foremost factors which they draw consumers who are interested in e-commerce.III.T HE SWOT ANALYSIS FOR THE DEVELOPMENT OFTHIRD-PARTY LOGISTICS IN E-COMMERCEA.The Strengths (S) and Weaknesses (W) of theDevelopment of Third-party Logistics1)The strengths (S) in e-commerce•Developing third-party logistics can play a specialized division of labor and scale advantages, reduce theenterprises operating costs.•Relative to the enterprises' own logistics system, third party logistics favors the integration and allocation ofresources.•Third party logistics could be better able to promote e-business development. Third-party logistics is moreconducive to the accumulation of logisticsdevelopment fund and well achieve docking with theformer "three" flow.•Developing third party logistics is conducive to the improvement of urban traffic condition.•Developing third party logistics is conducive to reduce the logistics costs of customer enterprise, so thatcustomer enterprises can focus on their core business,and will help them to reduce the operational risks.2)The disadvantages (W) in e-commerce•Developing third party logistics will reduce the customer enterprises' control over their logistics.•Third-party logistics enterprises may not offer some individual logistics services to meet specific customerenterprise's needs.•There may be risks to release the corporate clients' strategic information when the clients make use ofthird party logistics.B.The Opportunities (O) and Challenges (T)of Third PartyLogistics Development1)The opportunities (O) of China's third-party logistics development•As e-commerce developing, increasing competition among enterprises, enterprises need to get rid of thedaily work out of the logistics business to focus effortson developing their own core business, which offers afavorable external environment for rise anddevelopment of third party logistics enterprises.•We can take up many successful third party logistics development experiences from other countries, such asAmerica and Japan.•More and more countries and regions establish trade partnerships with us, which brings a good opportunityto develop their business space for the third-partylogistics enterprises.•China's logistics industry has made significant progress, logistics, which provides a good foundationfor the rapid development of third party logistics.2)The challenges (T) of third party logistics development•Third party logistics market in China as a whole is still very scattered, small and less specialized. Theoperation efficiency of third-party logistics is low andthe operation cost is high. Third-party logisticsenterprises can not take a good satisfactory service forthe customers.•Third-party logistics enterprises are facing strong competition from the foreign logistics enterprises,which gives our country a direct threat to the third-party logistics industry.•The supply of qualified personnel in third-party logistics is not sufficient and third-party logisticmanagement is in low level.IV.T HE COUNTERMEASURES OF DEVELOPING THIRD-PARTYLOGISTICS IN E-COMMERCEBasing on the above SWOT analysis, I believe that, in e-commerce environment, the development countermeasures of third-party logistics are as follows:•The relevant legislation department should accelerate to perfect laws and regulations. The healthydevelopment of third-party logistics and the credencefrom client companies to third-party logisticsenterprises depend on the integrity of relevant laws andregulations. Only in a sound legal and regulatoryenvironment, third-party logistics could be operated asmarket disciplinarian, the main bodies couldconveniently fulfill their obligation and advocate theirown rights, third-party logistics could develophealthily.•Developing third-party logistics, the government must play a overall planning and policy guidance role.Third-party logistics development must be brought intothe nation, provinces and regions developmentplanning. These plans should be rationally distributedand carried out step by step. All provinces and regionsshould coordinate and cooperate each other to improvethe allocation efficiency of social logistics resources.Government should increase policy support to third-party logistics and support large-scale and specializedlogistics enterprise development.•Through the integration of government and market resources, the investment of logistics infrastructurecould be ensured. The normal operation of the softwaresystem is built on perfect hardware. Conversely, ifthere is no ancillary logistics infrastructure, discussingthe development of third-party logistics would be notdifferent from squaring a circle. The construction ofthird-party logistics infrastructure that is seasoned withe-commerce is a prerequisite and important content forthe development of third-party logistics.•The relevant departments should make more perfect logistics industry standards, so that distribution,warehousing, transport, packaging and other aspects ofthird-party logistics become standardized. Thesuccessful conduction of the logistics marketingrequires a set of industry standards as a support.•Third-party logistics enterprises should establish a public information platform for logistics-relatedbusinesses and customers on the internet, so that thetwo sides can interactively communicate. Certainly,this interactive platform can improve the transparencyof market competition. Enterprises can find a suitablethird-party logistics companies as partners and seekcustomers so that the services they provide adapt to themarket need [3].•Third-party logistics enterprises must actively enhance the degree of information technology to achievelogistics informational and networkable. As aprofessional third-party logistics service providers,they should be able to establish and improvecommunication and coordination with businesspartners through management information systemsthrough applying the logistics managementinformation system Basing on the timely developmentof e-commerce, third-party logistics enterprises shouldcarry out technological innovation in order to meet theneeds of e-commerce development.•Increase the intensity of foreign exchange. Send a number of third-party logistics personnel to moredeveloped countries, such as America and Japan, so asto master the more advanced logistics technology andmanagement We can employ foreign experts to carryout technical guidance and teach their successfulmanagement experience.•Cultivate great quantity of high-level logistics professionals. Through various forms of full-time andnon full-time education and training, the whole societymust make efforts to train all kinds of logisticsmanagement and technical personnel. In the UnitedStates, 92% of third-party logistics managers have abachelor's degree, 41% have a master's degree and22% have vocational qualification certificates. Incontrast, we only just start logistics education. Inaddition, professional education, undergraduateeducation, graduate education and qualificationtraining are all still weak and they all need be urgentlyreinforced [4].R EFERENCES[1]Ye Wei. Modern logistics which is adapt to e-commerce develop [J].Management Science Digest, 2004 (10).[2]Ziquan Long. The integration model of third-party logistics and e-commerce [J]. Modern management science, 2006 (12).[3]Li jun Bao, Xiangjing Luan. In e-commerce environment, the pathanalysis about the informatization construction of small and mediumsized logistics enterprises in China [J]. Group Economic Research, 2007. [4]Russell A.Gilmore. Third Party Logistics[J]. Prentice Hall,1998.。

中英文对照外文翻译The application of third party logistics to implement theJust-In-Time system with minimum cost under a global environmentAbstractThe integration of the Just-In-Time (JIT) system with supply chain management has been attracting more and more attention recently. Within the processes of the JIT system, the upstream manufacturer is required to deliver products using smaller delivery lot sizes, at a higher delivery frequency. For the upstream manufacturer who adopts sea transportation to deliver products, a collaborative third party logistics (3PL) can act as an interface between the upstream manufacturer and the downstream partner so that the products can be delivered globally at a lower cost to meet the JIT needs of the downstream partner. In this study, a quantitative JIT cost modelassociated with the application of third party logistics is developed to investigate the optimal production lot size and delivery lot size at the minimum total cost. Finally, a Taiwanese optical drive manufacturer is used as an illustrative case study to demonstrate the feasibility and rationality of the model.1. IntroductionWith the globalization of businesses, the on-time delivery of products through the support of a logistics system has become more and more important. Global corporations must constantly investigate their production systems, distribution systems, and logistics strategies to provide the best customer service at the lowest possible cost.Goetschalckx, Vidal, and Dogan (2002) stated that long-range survival for international corporations will be very difficult without a highly optimized, strategic, and tactical global logistics plan. Stadtler (2005) mentions that the activities and processes should be coordinated along a supply chain to capture decisions in procurement, transportation, production and distribution adequately, and many applications of supplychain management can be found in the literature (e.g. Ha and Krishnan, 2008, Li and Kuo, 2008 and Wang and Sang, 2005). Recently, the study of the Just-In-Time (JIT) system under a global environment has attracted more attention in the Personal Computer (PC) related industries because of the tendency towards vertical disintegration. The JIT system can be implemented to achieve numerous goals such as cost reduction, lead-time reduction, quality assurance, and respect for humanity (Monden, 2002). Owing to the short product life cycle of the personal computer industry, downstream companies usually ask their upstream suppliers to execute the JIT system, so that the benefits, like the risk reduction of price loss incurred from inventory, lead times reduction, on-time delivery, delivery reliability, quality improvement, and lowered cost could be obtained (Shin, Collier, & Wilson, 2000). According to the JIT policy, the manufacturer must deliver the right amount of components, at the right time, and to the right place (Kim & Kim, 2002). The downstream assembler usually asks for higher delivery frequency and smaller delivery lot sizes so as to reduce his inventory cost in the JIT system (Kelle, khateeb, & Miller, 2003). However, large volume products are conveyed using sea transportation, using larger delivery lotsizes to reduce transportation cost during transnational transportation. In these circumstances, corporations often choose specialized service providers to outsource their logistics activities for productivity achievement and/or service enhancements (La Londe & Maltz, 1992). The collaboration of third party logistics (3PL) which is globally connected to the upstream manufacturer and the downstream assembler will be a feasible alternative when the products have to be delivered to the downstream assembler through the JIT system. In this study, the interaction between the manufacturer and the 3PL will be discussed to figure out the related decisions such as the optimal production lot size of the manufacturer and the delivery lot size from the manufacturer to the 3PL, based on its contribution towards obtaining the minimum total cost. In addition, the related assumptions and restrictions are deliberated as well so that the proposed model is implemented successfully. Finally, a Taiwanese PC-related company which practices the JIT system under a global environment is used to illustrate the optimal production lot size and delivery lot size of the proposed cost model.2. Literature reviewThe globalization of the network economy has resulted in a whole new perspective of the traditional JIT system with the fixed quantity-period delivery policy (Khan & Sarker, 2002). The fixed quantity-period delivery policy with smaller quantities and shorter periods is suitable to be executed among those companies that are close to each other. However, it would be hard for the manufacturer to implement the JIT system under a global environment, especially when its products are conveyed by transnational sea transportation globally. Therefore, many corporations are trying to outsource their global logistics activities strategically in order to obtain the numerous benefits such as cost reduction and service improvement. Hertz and Alfredsson (2003) have stated that the 3PL, which involves a firm acting as a middleman not taking title to the products, but to whom logistics activities are outsourced, has been playing a very important role in the global distribution network. Wang and Sang (2005) also mention that a 3PL firm is a professional logistics company profiting by taking charge of a part or the total logistics in the supply chain of a focal enterprise. 3PL also connects the suppliers, manufacturers, and the distributors in supply chains and provide substance movement andlogistics information flow. The core competitive advantage of a 3PL firm comes from its ability to integrate services to help its customers optimize their logistics management strategies, build up and operate their logistics systems, and even manage their whole distribution systems (Wang & Sang, 2005). Zimmer (2001) states that production depends deeply on the on-time delivery of components, which can drastically reduce buffer inventories, when JIT purchasing is implemented. When the manufacturer has to comply with the assembler under the JIT system, the inventories of the manufacturer will be increased to offset the reduction of the assembler’s inventories (David and Chaime, 2003, Khan and Sarker, 2002 and Sarker and Parija, 1996).The Economic Order Quantity (EOQ) model is widely used to calculate the optimal lot size to reduce the total cost, which is composed of ordering cost, setup cost, and inventory holding cost for raw materials and manufactured products (David and Chaime, 2003, Kelle et al., 2003, Khan and Sarker, 2002 and Sarker and Parija, 1996). However, some issues such as the integration of collaborative 3PL and the restrictions on the delivery lot size by sea transportation are not discussedfurther in their studies. For the above involved costs, David and Chaime (2003) further discuss a vendor–buyer relationship to include two-sided transportation costs in the JIT system. Koulamas, 1995 and Otake et al., 1999 describe that the annual setup cost is equal to the individual setup cost times the total number of orders in a year. McCann, 1996 and Tyworth and Zeng, 1998 both state that the transportation cost can be affected by freight rate, annual demand, and the products’ weight. Compared to the above studies which assume that the transportation rate is constant per unit, Swenseth and Godfrey (2002) assumed that the transportation rate is constant per shipment, which will result in economies of scale for transportation. Besides, McCann (1996) presented that the total logistics costs are the sum of ordering costs, holding costs, and transportation costs. A Syarif, Yun, and Gen (2002) mention that the cost incurred from a distribution center includes transportation cost and operation cost. Taniguchi, Noritake, Yamada, and Izumitani (1999) states that the costs of pickup/delivery and land-haul trucks should be included in the cost of the distribution center as well. The numerous costs involved will be formulated in different ways when the manufacturer operates the JIT system associatedwith a collaborative 3PL under a global environment. Kreng and Wang (2005) presented a cost model, which can be implemented in the JIT system under a global environment, to investigate the most appropriate mode of product delivery strategy. They discussed the adaptability of different transportation means for different kinds of products. In this study, the implementation of sea transportation from the manufacturer to the 3PL provider will be particularized, and the corresponding cost model will also be presented to obtain the minimum total cost, the optimal production lot size, and the optimal delivery lot size from the manufacturer to the 3PL provider. Finally, a Taiwanese company is used for the case study to illustrate and explore the feasibility of the model.3. The formulation of a JIT cost model associated with the 3PL Before developing the JIT cost model, the symbols and notations used throughout this study are defined below:B3PL’s pickup cost per unit product (amount per unit)Cj3PL’s cost of the j th transportation container type, where j= 1, 2, 3,…,n (amount per year)DP annual demand rate of the product (units per year)Dr annual demand of raw materials (units per year)D customers’ demand at a specific interval (units per shipment)E annual inventory holding cost of 3PL (amount per year)F transportation cost of the j th transportation containertype from the manufacturer to the 3PL, where j= 1, 2, 3, …, n (amount per lot)F freight rate from the 3PL provider to the assembler (amount per kilogram)Hp inventory holding cost of a unit of the product (amount per year)Hr inventory holding cost of raw materials per unit (amount per year)Ij average product inventory of the j th transportation container type in the manufacturer, where j= 1, 2,3, …, n (amount per year)I annual profit margin of 3PL (%)K ordering cost (amount per order)Kj number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is Qj with the j th transportation container type, where j= 1, 2, 3, …, n(kj=Qj/d)M∗ optimal number of shipments that manufacturer delivers with the optimal total costactual number of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nMj number of shipments of the j th transportation container type, where j= 1, 2, 3, …, nnumber of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nN∗ optimal production lot size of the manufacturer (units per lot)optimal production lot size of the j th transportation container type, where j= 1, 2, 3, …, n(units per lot)Nj production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nr ordering quantity of raw material (units per order)P production rate of product (units per year)maximum delivery lot size of the j th transportation container type, where j= 1, 2, 3, …, n(units per lot)q∗ optimal delivery lot size of the manufacturer (units per lot)qj actual delivery lot size of the j th transportation container type, where j= 1, 2, 3, …,n (units per lot)Rj loading percentage of the j th transportation container type, where j= 1, 2, 3, …,n(Rj=qj/Qj)Rj real number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is qj with the j th transportation container type, where j= 1, 2, 3, …,n(rj=qj/d)S setup cost (amount per setup)W weight of product (kilogram per unit)Λ quantity of raw materials required in producing one unit of a product (units)Tomas and Griffin (1996) considered that a complete supply chain should consist of five participants, including the raw materials supplier, the manufacturer, the assembler, the warehouse operator, and the consumer. This study mainly focuses on the relationships among the manufacturer, the 3PL provider and the assembler within the JIT system under a global environment. In order to achieve the fixed quantity-period JIT delivery policy, which implies that the actual delivery lot size has to be determined by identifying the downstream assembler’s needs instead of the upstream manufacture’s economical delivery lot size, higher transportation costs with higher delivery frequency are necessary. Since the JIT system are more appropriately executed among those companies that are close to each other, a collaborative 3PL connected the upstream manufacture with the downstream assembler is necessary when the products have to be delivered from the upstream manufacture to the downstream assembler by sea transportation over a long distance. This study proposes a JIT cost model to obtain the optimal production lot size, the actual delivery lot size, the most suitable transportation container type, and the exact number of shipments from the manufacturer to the 3PL provider at the minimum total cost.This study makes assumptions of the JIT system as follows: (1) There is only one assembler and only one manufacturer for each product.(2) The production rate of the manufacturer is uniform,finite, and higher than the demand rate of the assembler.(3) There is no shortage and the quality is consistent in both raw materials and products.(4) The demand for products that the assembler receives is fixed and is at regular intervals.(5) Qj is much greater than demand at a regular interval,d.(6) The transportation rates from the manufacturer to the 3PL and from the 3PL to the assembler are computed by the number of shipments and the product’s weight, respectively, and, (7) The space of the manufacturer’s warehouse is sufficient for keeping all inventories of products that the manufacturer produces.According to the above assumptions from (1), (2), (3) and (4), Fig. 1 illustrates the relationships among the manufacturer, the 3PL provider, and the assembler, where the Fig. 1 represents the inventory of manufacturer’s raw materials, the inventoryof products inside the manufacturer, the inventory of the 3PL provider, and the inventory of the assembler from top to bottom (Kreng & Wang, 2005). This study also adopts the Fig. 1 to demonstrate the collaboration of the 3PL provider which will be an interface connecting the manufacturer and the assembler. During the period T1, the inventory of products with the manufacturer will be increased gradually because the production quantity is larger than the demand quantity. However, during the period T2, the inventory of products will be decreased because the production has been stopped.中文翻译：在全球环境下第三方物流以最小的成本实现了Just-In-Time系统的应用摘要：JUST-IN-TIME（JIT）系统，供应链管理的整合，最近已经吸引了越来越多的关注。

外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in:1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their core energy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve completecontrol, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics managementThe purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price at the right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systemsapproach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems inWhile third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in the competition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies.4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including theintegration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factors Accurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. Theestablishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development of enterprises. The reasons are: firstly, the company intends tomajor aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。

外文翻译原文What is a third-party logisticsMaterialSource: Author: Magnus Berglund Logistics concept as people of commodity production, circulation and consumption, has drawn increasing attention. At present, the logistics in our country have begun to use the word, such as logistics companies, logistics centers continue to emerge. Logistics enterprises in the market able to win a decisive role has become increasingly apparent. In essence, the performance of enterprises in the market mainly by the product quality, price and product supply of three in the prime decision, any one of the factors on the competitiveness of the enterprises are playing an important influence, but these three factors were all directly affected by the impact of logistics. The world economy will be on vertical industries, suppliers, service customers, trade and logistics companies to re-division of labor involved in production and marketing chain logistics company will be the emergence of an inevitable trend in the development of the logistics industry. As the modern enterprise production and management of change and market changes in external conditions, “third-party logistics” of such logistics pattern has begun to attract people’s attention, and he showed gre at interest. In Western developed countries, advanced enterprise’s logistics model has begun to change the direction of third-party logistics and even fourth-party logistics.1. Third-party logistics concept originated in the management of the means enterprises to dynamically configure their own and other business functions and services, the use of external resources for the production of internal service operations. Will be the introduction of the field of logistics management, we produced a third-party logistics concept. The so-called third-party logistics refers to the production and operation enterprises concentrate their efforts on the primary industry, originally belonging to deal with their own logistics activities in order to contractually delegated to the professional logistics service enterprises, while adoption of information systems and logistics service company to maintain close contact in order to achieve whole logistics management and control of a logistics operation and management. Therefore, also known as third-party logistics logistics contract. Provide third-party logistics services company, its former general in thetransport industry, warehousing industries engaged in logistics activities and related industries. Engage in third-party logistics enterprises in the commissioning party logistics demand, driven from simple storage, transportation and other individual activities to provide comprehensive logistics services, including logistics activities of the organization, coordination and management, design proposals optimal logistics solutions logistics throughout the information-gathering and management.(1) Third Party Logistics is the social division of labor produces a result. Under the influence of new management concepts, all enterprises to increase their market competitiveness and enterprise funds, manpower and material resources to its core business up, seeking to bring the community-based division of labor to maximize the efficiency and effectiveness. Specialized division of labor a result, many non-core business from the separation of production and operation activities, which include the logistics industry. Will be entrusted to a third party logistics business professional logistics company, can reduce logistics costs, improve the service functions of logistics activities.(2) Production of third-party logistics management concept is a new requirement into the 90’s, the information technology, especially computer technology, the rapid development and social division of labor further refine and promote the management techniques and ideas quickly update, the resulting the supply chain, virtual enterprise and a series of importance of the external coordination and cooperation in new management philosophy, not only increasing the complexity of logistics activities, but also made the logistics activities, zero inventory, JIT, quick response. Effective customer response to higher demands, etc., so difficult for enterprises to undertake such operations, resulting in specialized logistics services. Third-party logistics thinking to meet this demand is generated. Its appearance on the one hand the times to meet the individual needs of professional co-operation between enterprises (resource allocation) to changing requirements, on the other hand realize the integration of the flow of goods, improve logistics service quality, and strengthen the overall supply chain control and coordination, the promotion of the supply chain to achieve the overall best sex.(3) To improve logistics and enhance the competitiveness of combining the seeds of awareness of Logistics Research and Logistics practice, experienced a cost-oriented, profit-oriented, competitive orientation and so on several stages. Will improve the competitiveness of the logistics goal of raising a combination of logistics theory and technology maturity. This is the third-party logistics conceptappears logical basis.(4) The logistics of intensified competition and led the field of integrated logistics business development with the economic liberalization and globalization of trade and development, logistics area of the continuous relaxation of the policy, but also led to the intensification of competition in the logistics enterprise itself, logistics firms to continuously expand their services, the connotation and extension, resulting in the emergence of third-party logistics. This is the third-party logistics historical foundation of the concept of emergence.In the past few decades, the logistics enterprises in the market able to win a decisive role has become increasingly apparent. In essence, the performance of enterprises in the market mainly by the product quality, price and product supply of three factors, any one of the factors on the competitiveness of the enterprises are playing an important influence, but these three factors were all directly affected by the impact of logistics. The world economy will be on vertical industries, suppliers, customers, trade and logistics companies to re-division of labor involved in production and marketing chain logistics company will be the emergence of an inevitable trend in the development of the logistics industry.2. Third-party logistics and market situation: Third-party logistics is the logistics channels for the services provided by the intermediaries, brokers in the form of the contract within a certain period; enterprises need to provide all or part of logistics services. Third-party logistics provider is an external customer management, control and provision of logistics services to operating companies; they are not in the product supply chain in place, only a third party, but by providing a set of logistics activities to serve the product supply chain.the modern sense, third-party logistics is an approximately 10 to 15-year-old industry. In the United States, third-party logistics industry has been considered the product life cycle is still in development stage; in Europe, particularly in the UK, generally agreed that third-party logistics market, a certain level of maturity. Europe currently use third-party logistics service ratio is about 76% of the United States is about 58%, and its demand is still growing. Studies have shown that 24% of Europe and the United States 33% of the non-third-party logistics service users are actively considering the use of third-party logistics services; 62 percent in Europe and the United States 72% of third-party logistics service users think that they are likely to increase in three years, third-party the use of logistics services. Some industry observers have to estimate the size of the market, the entire third-party logisticsindustry in the United States the equivalent of 420 billion U.S. dollars in market size, the logistics of Europe’s most potential market size is estimated at about 950 billion U.S. dollars.T hus, the world’s third-party logistics market has great potential, progressive and high growth rates special permit. This situation enables third-party logistics industry has a large number of service providers, the majority of third-party logistics servic es company from the traditional “the logistics” industry as a starting point and developed, such as warehousing, transportation, air, sea, freight forwarders and business logistics within the department and so on, according to the different needs of customers by providing distinctive services to be successful. The United States currently has hundreds of third-party logistics providers, most of which began when the third-party logistics service companies do not. But gradually developed into the industry. Third-party logistics services are now largely concentrated in the traditional sense of the transport, storage within the context of the transport, storage companies for these services have a more profound understanding of the services for each individual has a certain level of experience, the key is how these individual services to the content of organically combined to provide logistics and transport of the total package.In Western developed countries, the practice of third-party logistics, the following points are noteworthy: first, the increasing scope of logistics business. Business and major companies face increasingly fierce competition, had to focus on its core business of the transport, storage and other related business areas by a more professional logistics enterprises in operation, with a view to economy and efficiency; the other hand, the logistics enterprises to improve service quality, but also continue to broaden its business scope, provide supporting services. Second, many successful logistics company According to the first party, second party negotiations on the terms of analysis and comparison of self-care agency operating costs and expenses, flexible use of self-care and agency in two ways to provide customized logistics services. Third, the logistics industry have great potential and broad prospects for development.The logistics industry in the rapid development after World War II, is determined by the level of development of social productive forces decision. Since World War II within the enterprise further decline in production levels, along with inventory management, production and distribution has been achieved between the “zero inventory” optimization, which means that raw materials, parts andcomponents of the stocking time should be greatly reduced. At the same time of global economic integration process of rapid development and the formation of emerging markets, forcing enterprises to adopt a global strategy to find their productive resources, an increasing number of products sold around the world as a global product. These requirements constitute a source for logistics development, including lower production levels within the enterprise is the main reason. At the same time, in order to participate in global competition, companies have to cut their costs (including production costs and marketing costs), reducing inventory (including warehousing and transportation process in the inventory), increased effectiveness; enterprises seeking accurate and timely information, required to increase the entire supply key process visibility. Third-party logistics provider for the enterprise to solve the above problems, therefore, an increasing number of enterprises have chosen the assignment of logistics business.3. Third-party logistics to businesses has brought many benefits.(l) Focus on core business. Enterprises can achieve the optimal allocation of resources. The limited human resources. Financial resources to focus on their core business, to focus on the development of basic technology to develop new products, participate in world competition.(2) Cost savings, reducing capital backlog. The professional use of third party logistics providers, the professional advantages of mass production and cost advantages by improving the capacity utilization of various sectors to achieve cost savings, enable enterprises to benefit from the separate fee structure. Based on the findings of industrial vehicles, corporate dissolution of their own team and replaced by public transport services, the main reason is to reduce fixed costs, not only including the purchase of vehicles, investments, and workshops also include warehouses, shipping facilities, packaging equipment and employee-related expenses.(3) To reduce inventory. Enterprises can not undertake a variety of raw materials and product inventory unlimited growth, especially in high-value components to be promptly sent to the assembly point, to achieve zero inventory in order to ensure the minimum amount of inventory. Third-party logistics providers, with well-planned logistics planning and timely means of transportation to minimize inventory and improve the enterprise’s cash flow, to achieve cost advantages.译文什么是第三方物流资料来源: 罗布路网作者：Magnus Berglund 物流作为商品生产，流通和消费的概念，已引起越来越多的关注，物流企业能够在市场上赢得决定性的作用已日益明显。

Information Flow Model of Third-party Logistics Based on Internet of ThingsXiaohui Liu1,2, Youwang Sun11. School of Transportation EngineeringTongji UniversityShanghai, China18xhliu@ 2. School of Economics and Management Shanghai Second Polytechnic UniversityShanghai, ChinaAbstract—This research aims to looks at the literature of third-party logistics, information flow, and the Internet of Things, then analyzes information flow model of third-party logistics. The paper is carried out to make analysis of information flow model of 3PL based on the environment of Internet of Things.Keywords: Third-party Logistics; Information Flow; Supply Chain Management; Internet of ThingsI.I NTRODUCTIONThe globalization market has stimulated the demand of logistics. Logistics plays a significant role in integrating the supply chain of industries. One initiative that is proving productive and allows businesses to concentrate on their core competencies is the outsourcing of the logistics function to partners, known as third-party logistics (3PL) provider. [1] Third-party logistics or logistics outsourcing is an emerging trend in the global market.Supply chain now has to compete with other supply chains. The chain-chain competition has started to take over the enterprise-enterprise competition. The forward-looking enterprises today are dynamic; they collaborate with suppliers, customers and even with competitors, share information and knowledge aiming to create a collaborative supply chain that is capable of competing if not leading the particular industry. Hence, gaining competitiveness under such a cut-throat environment becomes increasingly difficult, but not impossible. [2]Supported by modern information technology, defined by contract, the organization of third-party logistics is a sort of industry organization that is based on the ally of transaction main bodies. All parties of the supply chain should cooperate and share information with each other. The smooth communication of information among them is essential and can be achieved by constructing information flow model of 3PL, especially based on Internet of Things (IoT).II.L ITERATURE R EVIEWIn this section, we review the literature on third-party logistics, information flow, and the Internet of Things. The literature review provides the theoretical foundation for this research.One of the challenges in trying to evaluate the growing body of literature on 3PL is the lack of a single consistent definition of the concept. Indeed, many definitions and interpretations of 3PL can be found in the literature. According to Lieb(1992), 3PL involves ―the use of external companies to perform logistics functions that have traditionally been performed within an organization. The functions performed by the third party can encompass the entire logistics process or selected activities within that process‖.[3]Bask (2001) described 3PL as ―relationships between interfaces in the supply chains and third-party logistics providers, where logistics services are offered, from basic to customized ones, in a shorter or longer-term relationship, with the aim of effectiveness and efficiency‖. [4] This definition clearly points out the essence of the 3PL concept as involving business-to-business relationships where third parties fulfill the logistics needs of their clients in the supply chain while recognizing the potentially wide range of these relationships in terms of scope, content and duration.[5]In short, this conceptualization of 3PL as a dyadic relationship between shippers (buyers or sellers of the goods) and logistics service providers in a supply chain is adopted.Information flow contains real-time, direct and accurate information that can trigger the material logistics. The continuous information flow helps to build the best material flow and a necessary requirement to operate supply chain integration. To design and control of supply chain information chain, the following need be addressed: the portability and speed of data transmission——only transmitting the necessary information; the transparency of information access——to define the correct level of information for each supply chain member; to access accurately and timely the required types of information; to ensure that information can reach the correct recipient; to prevent and control data leakage and select the right communication tools. [6]The term of Internet of Things was firstly used by Kevin Ashton in a presentation in 1998.[7]Based on data communication tools, primarily RFID-tagged items (Radio-Frequency Identification), the IoT is playing a part in facilitating the exchange of goods and services in global supply chain networks. The IoT could provide an IT-infrastructure facilitating the exchanges of ―things‖ based on an Electronic Product Code (EPC). Carrying RFID tags with a unique EPC. Although the information of ―things‖ is not fully saved on an RFID tag, it could be available through linking and cross-linking with the help of an Object Naming Service (ONS). Based on Domain Name System (DNS), the___________________________________ 978-1-4244-8726-4/11/$26.00 ©2011 IEEEONS can be considered as subset of the DNS and will also inherit all of the well-documented DNS weaknesses [8].III.I NFORMATION F LOW M ODEL OF T HIRD-P ARTYL OGISTICSAs the use of 3PL, enterprises can help themselves to reduce significantly their physical facilities, reduce supply chain operation costs and increase response speed, which won the logistics agility. Figure 1 shows a typical example of 3PL, which includes the transfer of inventory and customer order fulfillment of two collaborative processes:1. The transfer of inventory includes:1.1 sending stock transfer orders from manufacturer to a third party;1.2 sending confirmation message back from third-party;1.3 transferring of goods to a third party warehouse;1.4 sending goods back from the third party to manufacturer.2. The customer order fulfillment includes:2.1 customer’s orders;2.2 sending sales orders and distribution notice from manufacturers to third party;2.3 third party’s notification of goods delivery and scheduling to manufacturers;2.4 third party warehouse’s shipping notice to customers;2.5 transporting goods from third party warehouse to customers.UML is a model standard describing process and it can be used to: ①easily describe information sharing structures of specific supply chain environment; ②make the reference way of model built easy to share with other members by direct reference or converted into XML (eXtensible Markup Language). According to the semantics of activity-object flow graph of UML, the information to send is described as Action, the information flow as Object flow. Identified on Figure 2 in the 1, 2, 3 to describe the information flow are as follows:1. Send Replenishment OrderCondition: Inventory levels ＜Reorder point (ROP)Sender: ManufacturerReceiver: Third partyData_ object: Replenishment ordersData_template: EDI﹟format numberReq_action: Order confirmationMode: Batch2. Send Delivery NotesEvent: Delivery notice generatedSender: ManufacturerReceiver: Third partyData_ object: Delivery NotesData_template: EDI﹟format numberReq_action: Sending shipping noticeMode: Batch or Real-time3. Send Shipping NoticesEvent: Shipping notice generatedSender: Third partyReceiver: ManufacturerData_ object: Shipping noticeData_template: EDI﹟format numberMode: Batch or Real-time[9]Figure 1 Material and Information Flow of 3PL[9]Figure 2 Modeling 3PL with UML Activity Diagram[9]IV.I NFORMATION F LOW M ODEL OF 3PL B ASED ONI NTERNET OF T HINGSrmation Visibility in the Supply ChainFigure 2 shows that manufacturer and 3PL provider share some of its inventory and order information (delivery notice). But the 3PL provider does not share it with the manufacturer's information. One-way messaging shows that the information share of 3PL supply chain mode has linear structure. In this case we can use RFID system and the Internet of Things to facilitate data exchange between partners. In addition, with the 3PL technology, data models and information exchange of public standards development, the shared data objects represented by rectangular box between the ―manufacturer‖and ―third party‖will be integrated into supply chain network and become part of centralize e-Hub, so that data can be shared by more other members of the supply chain. This increases the information visibility in the supply chain. rmation Flow Model of 3PL Based on Internet ofThingsThe development in network technology is essential for implementing the vision reaching out to objects in the physical world and to bring them into the Internet. Radio-frequency identification (RFID) technology has been applied to supply chains. The Electronic Product Code (EPC) Network, an open global standard proposed by EPC global, links RFID to the Internet to enable immediate, automatic identification and secure sharing of information about items.[11] Integrating promising information technologies such as RFID can help improve the effectiveness and convenience of information flow in 3PL supply chain. The Internet of Things based on RFID provides an information sharing platform among all participants of the construction chain using web technology and RFID-enabled PDA. Fig. 4 shows the application of RFID-enabled PDA used in construction projects based on the Internet of Things. [12]Figure 4 Application of RFID-enabled PDA based on Internet of Things[12]RFID-enabled application refer to the use of RFID technology and computerized systems for achieving advanced business goals. An appropriate architecture is the key to the success of RFID application. Figure 5 depicts the main components of a generic RFID system. Interactions in such a system occur in three layers: devices, data processing and data integration. The RFID devices layer consists of RFID tags and readers as well as RFID protocols for reading and writing RFID data. The RFID data processing layer consists of a number of software components for communicating with RFID readers, filtering and cleaning RFID data, and automatic data transformation and aggregation. The RFID data integration layer is concerned with the applications that exploit RFID data, such as supply chain management. On this basis, the architecture of information system model of 3PL based on Internet of Things is shown on Figure 5. [13]V.C ONCLUSIONThe information management in 3PL and the Internet of Things are both focus of research in present-day society. This paper is carried out to make analysis of information flow model of 3PL based on the environment of Internet of Things. This analysis aims to provide a new vision to research logistics and supply chain management.A CKNOWLEDGMENTThis work is supported by the Joint Research Scheme of National Science Foundation of China and Research Grants Council of Hong Kong (Grant No. 70731160015 and N_HKUST 612/6) and Educational Highland funds by Shanghai Municipal Education Commission.Figure 5 Architecture of Information System Model of 3PL Based on Internet of Things[13]R EFERENCES[1]J.J. Hong, A.T.H. Chin and B.L. Liu, ―Logistics outsourcing bymanufacturers in China: a survey of the industry,‖Transportation Journal 43 (1) (2004), Pages 17–25.[2]P.H. Ketikidisa, b, S.C.L. Kohc, , , N. Dimitriadisa, c, A.Gunasekarand and M. Kehajovae, ―The use of information systems for logistics and supply chain management in South East Europe: Current status and future direction,‖Omega, Volume 36, Issue 4(2008), Pages 592-599.[3]R.C. Lieb, ―The use of third-party logistics services by largeAmerican manufacturers,‖Journal of Business Logistics 13 (2) (1992), Pages 29–42.[4] A.H. Bask, Relationships among TPL providers and members ofsupply chains—A strategic perspective, Journal of Business & Industrial Marketing 16 (6) (2001), Pages 470–486.[5]Alessandra Marasco, ―Third-party logistics: A literature review,‖ Int.J. Production Economics 113(2008), Pages 127-147.[6]Xiaohui Liu, ―Supply Chain Management,‖Dalian University ofTechnology Press(2011), Pages 162-167.[7]Gerald Santucci. From Internet of Data to Internet of Things. Paperfor the International Conference on Future Trends of the Internet, ftp://ftp.cordis.europa.eu/pub/fp7/ict/docs/enet/20090128-speech-iot-conference-lux_en.pdf.[8]Rolf H.Weber. ―Internet of Things –New security and privacychallenges,‖ Computer Law & Security Review Volume 26, Issue 1, January 2010, Pages 23-30. [9]Jian Peng, ―Study on Information Share and Application Integratingin Supply Chain,‖ Master Thesis of Chongqing JiaotongUniversity(2007), Pages 23-25.[10]Taewoo Nam, Keunhyuk Yeom, ―Business-aware framework forsupporting RFID-enabled applications in EPC Network,‖ Journal ofNetwork and Computer Applications, Article in press[11]Lung-Chuang Wang, Yu-Cheng Lin, Pao H. Lin, ―Dynamic mobileRFID-based supply chain control and management system in construction,‖Advanced Engineering Informatics 21 (2007), Pages 377–390.[12]Lu yan, Yan Zhang, Laurence T. Yang, Huansheng Ning, ―TheInternet of Things——From RFID to the Next-Generation Pervasive Networked System,‖ Auerbach Publications (2008), Pages 84-85.。

物流配送外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Logistics distribution1. INTRODUCTIONLogistics is normally considered as nothing more than getting the right product to the right place at the right time for the least cost. Faced with a rapidly changing environment, revolutionary changes in technology, continued government deregulation, the shortening of product life cycle, proliferation of product lines and shifts in traditionalmanufacturer-retailer relationships, many organisations have had to rethink their traditional assumptions.Over the last ten years one of the most significant changes in management thinking was the emphasis on the search for strategies that will provide superior value in competition. Logistics management has the potential to assist the organisation in the achievement of both a cost/productivity advantage and a value advantage. The importance of logistics and its integration in the supply chain was argued by.China is a huge consumer market that accounted for a third of global economic growth over the past three years. Its development speed and potential cannot be ignored by the rest of the world. As a result of China’s internal and external economic attributes, most of the global consumer brands have established operations there. In particular in the automobile industry, many of the leading global OEMs including Honda, Toyota, General Motors, V olkswagen and Ford have established joint-venture partnerships with local car manufacturers. Auto sales in China rose by 76% in the year to July 2003 and by 2011, China is expected to surpass Japan to become the world’s second largest auto market. In order to compete in the Chinese market share and satisfy increasing demand, these operations are continuously expanding their production volumes with astonishing speed. Such expansion is, however carried out in the context of a legacy environment.China spans a large geographical area with, in many parts, under-developed infrastructure. This presents a challenge to efficient deployment of logistics strategies. Furthermore, the involvement of third party logistics providers, favoured by most global OEMs, is an emergent consideration in China. Finally, the conflicts that inevitably arise in the joint venture partnerships lead to delays in the introduction of western logistics management experiences and methods from the OEMs. All these factors increase the difficulties in managing logistics by China’s local auto makers.2. The overall development of foreign distribution Overview2.1 The United States of modern logistics developmentTwenty-first century from the 60s on wards, the rationalization of distribution of goods in general are valued in the United States to take the following measures: First, the warehouse will replace the old distribution center: The second is the management of the introduction of computer networks, on the loading and unloading, handling, custody, standardized operation, improve operating efficiency; Third, the common chain distribution centers set up to promote the growth of chain-effective. United States chain stores have a variety of distribution centers, mainly in the wholesale-based, retail and warehouse-type three types.2.2 Japan's modern logistics developmentOn logistics and distribution of wood with the following features: well-developed distribution channels, frequent, low-volume stock, logistics and distribution reflects the common and set the trend sticks, logistics and distribution cooperative, the Government planning in the development of modern logistics and distribution play an important role in the process of .2.3 European modern development of logisticsCountries in Europe, especially Germany, logistics refers to the user's orders in accordance with the requirements of positions in the logistics sub-goods distribution, the goods will be sent to the consignee with good activities. Germany's logistics industry formed of basic commodities from origin to distribution center, from the distribution center (and sometimes through more than one distribution center) arrive at the modern mode of end customers. Traveled in Germany, it can be said of the logistics and distribution in Germany has been formed to final demand-oriented to the modernization of transport and high-tech information network as a bridge to a reasonable R69 distribution center hub to run a complete system.2.4 the main reasons of logistics industry developing faster in developed countriesRelying on high-tech to the core economies of scale to allow flexibility based on a variety of forms.3、China's 3PL enterprises are facing a major obstacle to business3.1 The current situation of China's 3PLChina's 3PL enterprises: service radius of a small, low entry barriers. With the gradual warming heat logistics, urban logistics industry is also increasingly unitary covered by the importance and development. However, due to historical reasons in our country, the long-standing emphasis on production of a light flow, heavy flow to light the idea of the logistics, distribution of development in the not yet ripe at this stage, there is the issue more prominent in the following two aspects: the service delivery difficult to play a central role, the process of distribution of the low level of modernization.China's 3PL companies with foreign 3PL companies mainly in the gap between the three aspects: First, procurement capacity, and the other is logistics, and the third is cash flow. Aspects of logistics and distribution, foreign retailers have done very well, has a set of efficient logistics information system, which can effectively improve the inventory turnover rate, so as to enhance the return on assets and profitability. And domestic retailers in this area has just started, or have not yet started.3.2 distribution center lower the overall distribution, commercial chain failed to give full play to the advantagesFrom our point of view the existing commercial retail enterprises, in addition to some large, well-known commercial enterprises, the general commercial "chain" businesses are not set up their own logistics and distribution centers or use third-party logistics center. Although these companies have also established some of his own "chain" stores, but in fact operating goods stores do not do "unified procurement, unified distribution, unified billing," which allows some commercial retail enterprises, "chain" seems to exist in name only. The other has been established in their own logistics and distribution centers or use third-party logistics distribution center of commodities in commercial enterprises, the effectiveness of distribution centers has not been effective, which in turn affected the procurement cost of an integrated chain advantages, including outstanding manifested by the distribution center for goods distribution ratio of unity is very low. Uniform distribution logistics center can not beachieved, indicating the store's commercial enterprises "unified purchase" did not materialize, rather than a unified procurement chain has lost the core strengths.3.3 China's more enterprises are facing a major obstacle of the higher logistics costWal-Mart 8 5% of the commodities distribution through the distribution center, in which 80% is through the "zero inventory" of the more complete form of the distribution database. Wal-Mart as a result of the use of the "Cross distribution" and "auto-replenishment" of supply chain technology, so that goods turnover in the Treasury down to 2 days. And retail enterprises in China are in the 15-30 days, which reflects the retail , distribution enterprises, underdeveloped logistics system, distribution costs are too high. Rapid expansion of retail enterprises in China's size and speed in the short term if they can not form a qualitative edge is a dangerous speculation.Over the years the practice has proved that the multi-purpose logistics distribution center, intensive, low-cost supply hub, as well as the use of information technology to reorganize and upgrade the entire flow of the supply chain management is the core of large-scale retail enterprises strategy is to support the retail giant super-conventional development. The face of large-scale retail and distribution businesses of the main distribution center logistics requirements planning, focusing on how to reflect the integration of information flow in business flow, logistics, capital flow, so that the operation of retail enterprises to expand the logistics for the entire enterprise supply chain collaboration nodes and so that the whole positive and negative to minimize logistics cost of goods (including consumers, stores, logistics, distribution centers, headquarters, suppliers and partners), and a timely response to sales demand and timely replenishment. This is also a large-scale cross-regional, multi-format, chain retail enterprises have the capacity of the core competitive advantage.3.4 Lack of modern logistics management knowledge and expertise of logistics personnel.This is the third-party logistics industry in restricting the development of China's most important one of the bottlenecks. Logistics knowledge, especially in modern integrated third party logistics knowledge is far from being universal, but that its main business areas is to provide transportation and warehousing services, not know that it isnew to these traditional business integration of its business 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, capital flow, information flow is equal to the integrated system of systems.4 to enhance core competitiveness, the implementation of integrated management"integrated management" is the original English Integrated SupplyProcess, refers to the production enterprises, office, life of a non-core business areas of the operation and management of integration as a Overall, as a business-oriented to manage outsourcing projects, by the special "integrated management" of the suppliers to provide full-service projects. "Integrated management" is not simply puts together the management of the business, but to improve management efficiency and reduce management costs as the core, combined with advanced information technology and network management features such as one organically integrated. Compared with the general outsourcing services, integrated management has the following characteristics:(1) It is not a business, but a complete outsourcing business from the operation of themanagement integration of outsourcing;(2) Outsourcing is not a core operation, but a comprehensive business management. Responsible for the entire business as a first-class suppliers, and its main task is to use its unique resources to conduct a comprehensive knowledge management, the operation of the specific is it managed by the secondary and tertiary suppliers to implement, so in the management of outsourcing functions based on the specific operation of the outsourcing; (3) In the case of the most important first-level suppliers, other than remuneration in the fixed service, its the only way to increase revenue for users to save costs as much as possible in order to share the proceeds of cost savings, rather than as general outsourcing as suppliers, mainly through an increase in turnover, that is, to increase spending to increase the user's own earnings. "Double bottom" principle of cooperation between the two sides can make astable and lasting.5 The third party logistics enterprise strategic choiceSummarized the latest of several foreign logistics theory and the development of third-party logistics with the current practice of foreign, third-party logistics firm's strategic choice to have the following three:（1）Lean Logistics StrategySince the lag theory and practice of logistics, our most extensive third-party logistics company or business, it can not accurately position 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 third-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 manufacturing. It is produced from the Toyota Motor Corporation 70 years in the last century by the original "Toyota Production System", after research by the Massachusetts Institute of Technology professor and summary, was published in 1990 published "change the world of machines), a book. Lean thinking is the use of various modern management methods and means, based on the needs of society to fully play the role of people as a fundamental and effective allocation and rational use of corporate resources to maximize economic benefits for enterprises to seek a new Management philosophy. Lean Logistics Lean Thinking is the application in logistics management, logistics development must reflect. The so-called Lean Logistics means: the process by eliminating the production and supply of non-value added waste in order to reduce stocking time, improve customer satisfaction. The aim of Lean Logistics according to customer needs, providing customers with logistics services, while pursuing the provision of logistics services in the process to minimize waste and delay, the process of increasing value added logistics services. Lean logistics system is characterized by its high-quality, low cost, continuous improvement, driven by customer demand oriented logistics system. It requires establishing the customer first thought, on time, accurate andfast delivery of goods and information.In short, Lean Logistics, as a new management ideas, bound to have a third-party logistics enterprises in China have far-reaching impact, it will change the appearance of the extensive third party logistics management concept, the formation of third party logistics Core competitiveness.the establishment of small and medium third party logistics value chain allianceThird-party logistics enterprises of small and medium can not be independent because of their one-stop logistics services to provide full shortcomings, and because the small size of assets, services, not wide area so that small and medium enterprises in China's logistics third party logistics industry at a disadvantage. Therefore, third party logistics for small and medium enterprises, starting from their own resources to construct their own core competence is the key. As small and medium enterprise features of a single third-party logistics and incomplete, so based on their respective core competencies based on the structure of the logistics business enterprise cooperation is an effective capacity to make up for deficiencies, constitutes a feasible way of competitive advantage of logistics. Value chain is the use of systems approach to investigate the interaction between business and the analysis of all activities and their access to the resources of competitive advantage. Value of the business activities fall into two categories: basic activities and support activities. Basic activities are involved in product creation and sale of the material transferred to the buyer and after-sales service activities. Basic activities of supporting activities is to assist the revenue by providing outsourcing, technology, human resources and a variety of functions to support each other. Theory to analyze the value chain study the value of third party logistics chain composition, can be found in auxiliary activities, third party logistics enterprise and general business is no different, the basic activities in the third-party logistics companies has its own characteristics. Third-party logistics enterprises there is generally no commodity production process, only the re-circulation process, does not account 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 marketing, etc.link. Various aspects of the basic work activities, due to their own limited resources and capacity, can not have every aspect of an advantage in that value chain in terms of some of the deficiencies, resulting in their overall logistics function not complete, lack of corresponding competitiveness and comparative advantage in some sectors of the value chain due to lack of overall effect should not play. Therefore, third party logistics industry, small and medium sized logistics enterprises within the Union, should be based on the value chain between complementary on the basis of cooperation, make full use of professional logistics companies and logistics functions of specialized logistics organization and coordination of agents Flexible complementary integrated logistics capabilities. Third-party logistics for small and medium enterprises, value chain should start with the advantage of links to explore and develop the core competitiveness of enterprises, through the reconstruction of the value chain to avoid weaknesses.（2）Large third-party logistics enterprise virtualization of strategyRapid development in IT and the Internet era, companies can not fight alone singles, but must be in the competition and collaboration, in cooperation and development. Thus, under modern conditions resulting from modern large-scale virtualized development of third-party logistics has a strong necessity. Large third-party logistics enterprise virtualization is the logistics management resources of others who will have "all", through the network, the other part into its own logistics, with the help of others break the power of physical boundaries, extending to achieve their various Function, and thus expand their ability to enhance their strength. Therefore, the logistics information technology, virtualization is a means for the connection and coordination of temporary and dynamic alliance in the form of virtual logistics. Integrated logistics virtualization technology as a means of electronic communication, customer-focused, based on the opportunity to participate in members of the core competencies as a condition to an agreement for the common pursuit of goals and tasks, the different parts of the country's existing Resources to quickly mix into a no walls, beyond the space constraints, by means of electronic networks, contact the unified command of the virtual business entity, the fastest launch of high-quality, low-cost logistics service.Modern large-scale virtualization, including third-party logistics functions, organization, geographic three virtualization. Virtualization capabilities with third-party logistics enterprise IT technology will be distributed in different locations, different companies take different functions within the logistics resources (information, human, material and other resources) organized to accomplish a specific task, to achieve the optimization of social resources. Virtualization refers to the organizational structure of the logistics organization is always dynamically adjusted, not fixed, but also decentralized, flexible, self-management, flat network structure, its objectives and in accordance with changes in the environment re-combination, in a timely manner Reflect the market dynamics. Virtual is the regional third party logistics network through the Internet link the global logistics resources, removing barriers and national barriers, to production management to achieve "virtual neighbors. "物流配送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。

Supply and Demand Matching Model for Third Party Logistics Integrated PlatformChunhua JUComputer Science and Information EngineeringCollegeZhejiang Gongshang UniversityHangzhou, Chinajuchunhua@Bin SunComputer Science and Information EngineeringCollegeZhejiang Gongshang UniversityHangzhou, Chinasunbin0302@Abstract—In order to improve the supplier selection and matching supply with demand for third party logistics integrated platform, this paper proposes a three-layer evaluation index system for supply and demand matching considering factors of service areas and cooperation experiences, establishes a supply and demand matching model based on neural network. This model perfectly simulates the process of fuzzy integral diagnosis, with corresponding parameters of adaptive learning and training index systems of fuzzy neural network. Experiments show that this model can effectively evaluate comprehensive abilities of suppliers, with high level of accuracy and feasibility.Keywords- fuzzy neural network, third party logistics, integrated model, supply and demand matchingI.I NTRODUCTIONThird party logistics (3PL) integrated platform is a supplier integrating the whole supply chain. It supervises manufacturers and retailers as the sole connector between customers and suppliers providing logistics, services and information. It is vital important for 3PL integrated platform to match proper suppliers and customers for improving its competitiveness, even competitiveness of the whole supply chain.Nowadays, many researches on selection and matching in 3PL integrated platform are conducted. Gang W and Xiao ling G select logistic suppliers by analytical hierarchy process. Zhong W establishes evaluation model by judging matrixes. Zhi ying L adopts one-layer fuzzy integral diagnosis method and establishes evaluation model. Current methods have two problems: (1) these methods evaluate suppliers by comprehensive capability only. The results are used in the long run and different areas and demand in different logistic businesses are overlooked. (2) The role of qualitative indexes on selecting logistic suppliers is neglected. The weights of indexes lack accuracy and depend too much on subjective judges, with no scientific methods.This paper proposes a supply and demand matching model for third party logistics integrated platform based on neural network and establishes three-layer evaluation index system considering factors of service areas and cooperation experiences. Further, fuzzy neural network is adopted to learn and train different indexes and finally get evaluation indexes for matching supply and demand in one single logistic business, which provides scientific and appropriate principles for selecting suppliers.II.F UZZY NEURAL NETWORK MODEL OF SUPPLY AND DEMAND MATCHING FOR THIRD PARTY LOGISTICSINTEGRATED PLATFORMFuzzy neural network is a system combining fuzzy logic and fuzzy network, better than separate fuzzy system or fuzzy network. Fuzzy neural network can properly express fuzzy and qualitative knowledge, resembling human reasoning, and can deal with uncertainty and non-linear problems. It has many advantages, like concurrent calculation, distributive information storage, error toleration and adaptive learning.A.Fuzzy module of comprehensice capability index ofsuppliersThis module is to fuzzify the input of comprehensive capability index and calculate the fuzzy variable value of every input index. Fuzzy membership function adopts Gaussian function, with its definition:µ x eµ(1)Where µ denotes the center of membership function，σi denotes the width of membership function.Evaluation indexes of all the samples are divided into several classes with K-Mean clustering algorithm. The mean of x scores of all the samples under one certain class equals to µ value in the corresponding class. σ is computed as follows:σj=1n(x j`-μi)2nj=1Where n denotes sample size, x ` denotes index value of different samples in corresponding class.B.Experiment result analysisNeural network in fuzzy neural network this paper proposed adopts error back-propaganda, namely BP learning algorithm. In essence, BP algorithm computes output values in the direction of input to output, gets the errors of output values and sample values, then propagandizes errors in reverse and revises connection weights to reduce errors of output. Specific steps are as follows:2009 International Joint Conference on Artificial Intelligence•(1) Initializing ω and θ in a 0-1 scale at randomly, where ω is connection weight from neuron i to neuron j, θ is the threshold value of neuron j (hidden layer and output layer).•(2) Input the fuzzified training sample {x } and the corresponding expectation {y }, where p, l denote sample size and the number of input vectors respectively.•(3) Compute output O in different layers. As for input layer (the second layer in Figure 1), input equals to output, namely O x , where xdenotes the ith value of pth sample. As for hidden layer and output layer, O f（∑ω O θ ）, where O is the input of neuron i and meanwhile the output of neuron j. f(x) is a non-linear, differential and not decreasing function，generally, S-shaped function f x 1/ 1 e .•(4) Compute error signals in different layers. The error in output layer δ y O O 1 O , the error in hidden layer δ O 1O ∑δ ω•(5) Back-propaganda, revised weight: ω t 1 ω t αδ O , where α denotes learning rate.•(6) Compute errors: E∑∑ O y,when E is lower than the given error of fitting,network training is over, or else, turn to (3), andcontinue training.III.T HREE-LAYER E VALUATION I NDEX S YSTEM FOR L OGISTIC S UPPLY AND D EMAND M ATCHING Traditional methods adopt indexes limited to the factors of capabilities of suppliers, which can analyze and differentiate suppliers in capability, size and services to some extent. But not the supplier with the strongest capability adapts all the logistic businesses. Whether both parties match depends on the hard wares and soft wares of suppliers and whether the suppliers have advantages in given areas, and cooperation experiences (successful or awful) between customers and suppliers. This paper proposes a new index system contains the areas served by suppliers and cooperation experiences, in addition to the comprehensive abilities of suppliers. as Table 1 shows,TABLE I. T HREE-LAYER INDEX SYSTEM FOR SUPPLY AND DEMANDMATCHING OF LOGISTICSFirst Second ThirdComprehen-sive abilities of logistic suppliers operationalcapabilitytransportation xstorage xvalue-added service xinformatization xcustomization xtransportationservice xservicecapabilitywarehouse management xdata record ximport and export xpayment disbursement xCreditprice xstrength xlevel management xcorporate image xhuman resource xarea index and algorithm xcooperation experiences index xprehensive abilities of logistic suppliersComprehensive abilities of logistic supplies have threemain dimensions, operational capability (transportation anddelivery, storage, value-added service, informatization,customization), service capability (transportation service,warehouse management and operation, data record, importand export, payment disbursement), credit (price, strength,level management, corporate image, human resource).B.Area index and algorithmArea index refers to the coefficient of areas of thislogistic business and areas covered by suppliers, specificsteps as follow,Initialization: analyze historic business data of everysupplier (in near six months), get the main area network ofdaily business of suppliers, for example, Beijing toShanghai, separate and mark all the districts above the levelof county in this path and get the network of service areas,then put into array B[] (according to AdministrativeDivisions Statistics of the People's Republic of China issuedby Ministry of Civil Affairs of the People’s republic ofChina in 2005). Then, get the best path of this business (withalgorithm) and separate all the districts above the level ofcounty and put into array A. As Figure 1 shows, in thedashed line is service areas set of certain logistic supplier.Specific rules are as follow,•①if both the first and last element in string Abelongs to array B, then coverage coefficient is 1•②if one end of string A belongs to array B, thenjudge backwards till the other end (at j), return tocoverage coefficientc ,（0 c 1）•③if neither the first and last element belongs toarray B, then judge toward center and return tocoverage coefficientc 。

外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in: 1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their coreenergy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics management The purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price atthe right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems in While third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in thecompetition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies. 4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development ofenterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。

附录1：英语3PL primer for business successWhat is 3PL?More and more organizations worldwide want to develop products for global markets. At the same time , they need to sourcematerials globally to be competitive. One of today’s trends to solve thisproblem is outsourcing logistics or using third-party- logistics (3PL)to manage complex distribution requirement.Outsourcing of logistics tasks and supply chain responsibilities is a dynamic model. The most interesting aspect is that companies-manufacturers,retailer,wholesalers, and distributors-are turning over parts of their supply chain to firms thathave their roots as commodity service providers. Firms that know ocean shipping,forwarding, warehousing, or trucking are now handling and, in some cases, managingbroad domestic and international logistics activities.3PLs, regardless of how experienced in outsourcing, face common challenges to prime their market and keep it primed. These include:Define yourself. How do you see yourself and your company? This is an important question. It frames who you are and how you present and position yourself in the market.Are you an ocean carrier with a 3PL service option? Are you a warehouse with a 3PLservice? Or are you a logistics service provider with a strong shipping, transport,warehouse or forwarding capability? There is substantial difference between these twoviews, a difference that affects how you position yourself and how you are perceived inthe market.g the same or similar activities better than competitors. Management tools--such as benchmarking, partnering,reengineering and change management, for example--are means that let companiesreduce costs and achieve performance improvements. They are necessary to sustainingcompetitiveness. But they can also be temporary achievements, as competitors work tomimic programs that work.Strategy is how you differentiate your company in the marketplace. It is what makes you unique and separates you from the competition. Positioning can reflect thecustomers you target, the type of service you provide or a blend of customers and service.For example, a strategy can be based on all importers and providing one-stop shopping.A strategy can be sliced for importers who bring in less than 500 containers per year; thisis a different segment than the broad approach of targeting all importers or even all largeimporters. Or a different strategy is focus on importers of less than 500 containers whoare distributors/ wholesalers to mass merchandisers and large retailers. With the strategy,you can assemble the resources and approaches needed for the market that you haveselected.Have outstanding management. Management is often what separates outstanding companies from the also-rans. It requires a leadership who has a sustainable vision, itsprocesses, goals and methodology. They have an entrepreneurial mindset. These peopleare proactive, not reactive. These leaders see the logistics service, not the freight,warehouse or other assets employed. They see the supply chain process, not thetransactions. All this separates them from executive caretakers who can flip-flop withmanagement de jour approaches, indifference or quick fixes to growth, positioning andprofits. Investors realize how critical outstanding management is to a company's success and so should the 3PL. These executives can break the company from its commodity service origins into being a value service provider.Research the market. For your marketing plan, you need to understand your market. Depending on your market position you may be looking for general or specific information as to opportunities or issues, with the market or with you. Define the market; define your customer. Look at the market you compete in. See its composition, size, trends and needs. Use internal and external data and additional research as needed. Find customers; who are they; who makes decisions; what decisions are made; how are they made, why are they made, what external factors exist for customers; and how are you perceived as compared to competitors. Learn if you are visible in this market. And remember, customers are both new and existing, with changing needs.Assess your capabilities. This is a moment of truth. You must honestly assess your strengths and weaknesses, your capabilities and limitations. This applies to all parts of your company, regardless of whether corporate office, division or field locations or partners/alliances and regardless whether domestic or international. The checklist of topics includes:Organization. Look at your structure as to vertical, horizontal or matrix. It should reflect the usual organization reporting arrangement. And, more importantly, it should support the means to providing a dynamic, ongoing logistics service with successful results.Skill sets. You want to establish yourself as a supply chain service solution provider, someone who will develop a tailored logistics program to fit the specific needs of each customer. Solution providers see the container-and more. They see pallets of product-and more. They know it is about the process, not the container or pallet.3PLs initially focus on investing in assets, warehouses and technology, without knowing how these fit into 3PL solutions. This approach3PL primer for business successconstructs answers without knowing the questions. Rather, the successful 3PL sells, design and manages customized logistics in an international or domestic venue. The issue then becomes whether existing personnel are capable of selling logistics and supply chain solutions.A holistic sales approach is needed for 3PLs than for commodity service providers. Commodity sales personnel often deal with the customer perspective of the need to manage costs. Yet the customer has additional accountabilities. 3PL sales personnel need to address the customer's supply chain accountability scope. The accountability scope is 90% of the customer attention span as compared to the 10-25% that freight or warehousing cost is. 3PLs must focus on the 90%, not the 10-25%, to gain business.Firms need training to facilitate these skills. Staffing is often built with existing personnel who have sales and operations experience with the commodity service parent company. 3PLs, not surprisingly, find that even with training, and with continuous performance monitoring afterward, less than 10% of the sales force can make the mindset change to sell logistics. As a result, they may employ non-shipping people to do logistics selling. They draw on outside firms with people who have real world supply chain knowledge and experience to sell and assist with designing and managing integrated logistics programs.Other. There are other points to recognize as to process design capability, people, technology, budget, sales targets and advertising. The overseas network, where applicable for international 3PLs, is a key factor.Conclusion. The ongoing challenge for 3PLs is to successfully design, sell and manage a logistics solution with easily monitored metrics and accountability. Consider the high rate of outsourcing failures. Causes ranging from a rush to procure business and not understanding the process and requirements to some 3PLs converting back into a commodity service. This conversion defeats the very purpose of the 3PL. Outsource service providers seek competitive advantage; they know that preserving competitive advantage is an ongoing challenge.附录2：中文第三方物流企业成功之处什么是第三方物流？愈来愈多的世界国际组织想要建立全球的产品市场，与此同时，他们在竞争中需要全球的资源来源。

1. INTRODUCTIONLogistics is normally considered as nothing more than getting the right product to the right place at the right time for the least cost。

Faced with a rapidly changing environment, revolutionary changes in technology， continued government deregulation， the shortening of product life cycle，proliferation of product lines and shifts in traditional manufacturer—retailer relationships，many organisations have had to rethink their traditional assumptions.Over the last ten years one of the most significant changes in management thinking was the emphasis on the search for strategies that will provide superior value in competition。

Logistics management has the potential to assist the organisation in the achievement of both a cost/productivity advantage and a value advantage. The importance of logistics and its integration in the supply chain was argued by.China is a huge consumer market that accounted for a third of global economic growth over the past three years。

The application of third party logistics to implement the Just-In-Time system with minimum cost under a global environmentAbstractThe integration of the Just-In-Time (JIT) system with supply chain management has been attracting more and more attention recently. Within the processes of the JIT system, the upstream manufacturer is required to deliver products using smaller delivery lot sizes, at a higher delivery frequency. For the upstream manufacturer who adopts sea transportation to deliver products, a collaborative third party logistics (3PL) can act as an interface between the upstream manufacturer and the downstream partner so that the products can be delivered globally at a lower cost to meet the JIT needs of the downstream partner. In this study, a quantitative JIT cost model associated with the application of third party logistics is developed to investigate the optimal production lot size and delivery lot size at the minimum total cost. Finally, a Taiwanese optical drive manufacturer is used as an illustrative case study to demonstrate the feasibility and rationality of the model.1. IntroductionWith the globalization of businesses, the on-time delivery of products through the support of a logistics system has become more and more important. Global corporations must constantly investigate their production systems, distribution systems, and logistics strategies to provide the best customer service at the lowest possible cost.Goetschalckx, Vidal, and Dogan (2002)stated that long-range survival for international corporations will be very difficult without a highly optimized, strategic, and tactical global logistics plan. Stadtler (2005) mentions that the activities and processes should be coordinated along a supply chain to capturedecisions in procurement, transportation, production and distribution adequately, and many applications of supply chain management can be found in the literature (e.g. Ha and Krishnan, 2008, Li and Kuo, 2008and Wang and Sang, 2005).Recently, the study of the Just-In-Time (JIT) system under a global environment has attracted more attention in the Personal Computer (PC) related industries because of the tendency towards vertical disintegration. The JIT system can be implemented to achieve numerous goals such as cost reduction, lead-time reduction, quality assurance, and respect for humanity (Monden, 2002). Owing to the short product life cycle of the personal computer industry, downstream companies usually ask their upstream suppliers to execute the JIT system, so that the benefits, like the risk reduction of price loss incurred from inventory, lead times reduction, on-time delivery, delivery reliability, quality improvement, and lowered cost could be obtained (Shin, Collier, & Wilson, 2000). According to the JIT policy, the manufacturer must deliver the right amount of components, at the right time, and to the right place (Kim & Kim, 2002). The downstream assembler usually asks for higher delivery frequency and smaller delivery lot sizes so as to reduce his inventory cost in the JIT system (Kelle, khateeb, & Miller, 2003). However, large volume products are conveyed using sea transportation, using larger delivery lot sizes to reduce transportation cost during transnational transportation. In these circumstances, corporations often choose specialized service providers to outsource their logistics activities for productivity achievement and/or service enhancements (La Londe & Maltz, 1992). The collaboration of third party logistics (3PL) which is globally connected to the upstream manufacturer and the downstream assembler will be a feasible alternative when the products have to be delivered to the downstream assembler through the JIT system. In this study, the interaction between the manufacturer and the 3PL will be discussed to figure out the related decisions such as the optimal production lot size of the manufacturer and the delivery lot size from the manufacturer to the 3PL, based on its contribution towards obtaining the minimum total cost. In addition, the related assumptions and restrictions aredeliberated as well so that the proposed model is implemented successfully. Finally, a Taiwanese PC-related company which practices the JIT system under a global environment is used to illustrate the optimal production lot size and delivery lot size of the proposed cost model.2. Literature reviewThe globalization of the network economy has resulted in a whole new perspective of the traditional JIT system with the fixed quantity-period delivery policy (Khan & Sarker, 2002). The fixed quantity-period delivery policy with smaller quantities and shorter periods is suitable to be executed among those companies that are close to each other. However, it would be hard for the manufacturer to implement the JIT system under a global environment, especially when its products are conveyed by transnational sea transportation globally. Therefore, many corporations are trying to outsource their global logistics activities strategically in order to obtain the numerous benefits such as cost reduction and service improvement. Hertz and Alfredsson (2003) have stated that the 3PL, which involves a firm acting as a middleman not taking title to the products, but to whom logistics activities are outsourced, has been playing a very important role in the global distribution network. Wang and Sang (2005)also mention that a 3PL firm is a professional logistics company profiting by taking charge of a part or the total logistics in the supply chain of a focal enterprise. 3PL also connects the suppliers, manufacturers, and the distributors in supply chains and provide substance movement andlogistics information flow. The core competitive advantage of a 3PL firm comes from its ability to integrate services to help its customers optimize their logistics management strategies, build up and operate their logistics systems, and even manage their whole distribution systems (Wang & Sang, 2005).Zimmer (2001) states that production depends deeply on the on-time delivery of components, which can drastically reduce buffer inventories, when JIT purchasingis implemented. When the manufacturer has to comply with the assembler under the JIT system, the inventories of the manufacturer will be increased to offset the reduction of the assembler’s inventories (David and Chaime, 2003, Khan and Sarker, 2002and Sarker and Parija, 1996).The Economic Order Quantity (EOQ) model is widely used to calculate the optimal lot size to reduce the total cost, which is composed of ordering cost, setup cost, and inventory holding cost for raw materials and manufactured products (David and Chaime, 2003, Kelle et al., 2003, Khan and Sarker, 2002and Sarker and Parija, 1996). However, some issues such as the integration of collaborative 3PL and the restrictions on the delivery lot size by sea transportation are not discussed further in their studies. For the above involved costs, David and Chaime (2003) further discuss a vendor–buyer relationship to include two-sided transportation costs in the JIT system. Koulamas, 1995and Otake et al., 1999 describe that the annual setup cost is equal to the individual setup cost times the total number of orders in a year. McCann, 1996and Tyworth and Zeng, 1998both state that the transportation cost can be affected by freight rate, annual demand, and the products’ weight. Compared to the above studies which assume that the transportation rate is constant per unit, Swenseth and Godfrey (2002)assumed that the transportation rate is constant per shipment, which will result in economies of scale for transportation. Besides, McCann (1996)presented that the total logistics costs are the sum of ordering costs, holding costs, and transportation costs. A Syarif, Yun, and Gen (2002)mention that the cost incurred from a distribution center includes transportation cost and operation cost. Taniguchi, Noritake, Yamada, and Izumitani (1999)states that the costs of pickup/delivery and land-haul trucks should be included in the cost of the distribution center as well.The numerous costs involved will be formulated in different ways when the manufacturer operates the JIT system associated with a collaborative 3PL under a global environment. Kreng and Wang (2005) presented a cost model, which can beimplemented in the JIT system under a global environment, to investigate the most appropriate mode of product delivery strategy. They discussed the adaptability of different transportation means for different kinds of products. In this study, the implementation of sea transportation from the manufacturer to the 3PL provider will be particularized, and the corresponding cost model will also be presented to obtain the minimum total cost, the optimal production lot size, and the optimal delivery lot size from the manufacturer to the 3PL provider. Finally, a Taiwanese company is used for the case study to illustrate and explore the feasibility of the model.3. The formulation of a JIT cost model associated with the 3PLBefore developing the JIT cost model, the symbols and notations used throughout this study are defined below:B3PL’s pickup cost per unit product (amount per unit)Cj3PL’s cost of the j th transportation container type, where j= 1, 2, 3,…,n (amount per year)DP annual demand rate of the product (units per year)Dr annual demand of raw materials (units per year)D customers’ demand at a specific interval (units per shipment)E annual inventory holding cost of 3PL (amount per year)F transportation cost of the j th transportation container type from themanufacturer to the 3PL, where j= 1, 2, 3, …, n (amount per lot)F freight rate from the 3PL provider to the assembler (amount per kilogram)Hp inventory holding cost of a unit of the product (amount per year)Hr inventory holding cost of raw materials per unit (amount per year)Ij average product inventory of the j th transportation container type in the manufacturer, where j= 1, 2, 3, …, n (amount per year)I annual profit margin of 3PL (%)K ordering cost (amount per order)Kj number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is Qj with the j th transportation container type, where j= 1, 2, 3, …, n(kj=Qj/d)M∗ optimal number of shipments that manufacturer delivers with the optimal total costactual number of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nMj number of shipments of the j th transportation container type, where j= 1, 2, 3, …, nnumber of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nN∗ optimal production lot size of the manufacturer (units per lot)optimal production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nj production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nr ordering quantity of raw material (units per order)P production rate of product (units per year)maximum delivery lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)q∗ optimal delivery lot size of the manufacturer (units per lot)qj actual delivery lot size of the j th transportation container type, where j= 1, 2, 3, …,n (units per lot)Rj loading percentage of the j th transportation container type, where j= 1, 2, 3, …,n(Rj=qj/Qj)Rj real number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is qj with the j th transportation container type, where j= 1, 2, 3, …,n(rj=qj/d)S setup cost (amount per setup)W weight of product (kilogram per unit)Λ quantity of raw materials required in producing one unit of a product (units)Tomas and Griffin (1996)considered that a complete supply chain should consist of five participants, including the raw materials supplier, the manufacturer, the assembler, the warehouse operator, and the consumer. This study mainly focuses on the relationships among the manufacturer, the 3PL provider and the assembler within the JIT system under a global environment. In order to achieve the fixed quantity-period JIT delivery policy, which implies that the actual delivery lot size has to be determined by identifying the downstream assembler’s needs instead of the upstream manufact ure’s economical delivery lot size, higher transportation costs with higher delivery frequency are necessary. Since the JIT system are more appropriately executed among those companies that are close to each other, a collaborative 3PL connected the upstream manufacture with the downstream assembler is necessary when the products have to be delivered from the upstream manufacture to the downstream assembler by sea transportation over a long distance. This study proposes a JIT cost model to obtain the optimal production lot size, the actual delivery lot size, the most suitable transportation container type, and the exact number of shipments from the manufacturer to the 3PL provider at the minimum total cost.This study makes assumptions of the JIT system as follows:(1) There is only one assembler and only one manufacturer for each product.(2) The production rate of the manufacturer is uniform, finite, and higher thanthe demand rate of the assembler.(3) There is no shortage and the quality is consistent in both raw materials and products.(4) The demand for products that the assembler receives is fixed and is at regular intervals.(5) Qj is much greater than demand at a regular interval,d.(6) The transportation rates from the manufacturer to the 3PL and from the 3PL to the assembler are computed by the number of shipments and the product’s weight, respectively, and,(7) The space of th e manufacturer’s warehouse is sufficient for keeping all inventories of products that the manufacturer produces.According to the above assumptions from (1), (2), (3)and (4), Fig. 1illustrates the relationships among the manufacturer, the 3PL provider, and the assembler, where the Fig. 1represents the inventory of manufacturer’s raw materials, the inventory of products inside the manufacturer, the inventory of the 3PL provider, and the inventory of the assembler from top to bottom (Kreng & Wang, 2005). This study also adopts the Fig. 1 to demonstrate the collaboration of the 3PL provider which will be an interface connecting the manufacturer and the assembler. During the period T1, the inventory of products with the manufacturer will be increased gradually because the production quantity is larger than the demand quantity. However, during the period T2, the inventory of products will be decreased because the production has been stopped.中文翻译：在全球环境下第三方物流以最小的成本实现了Just-In-Time系统的应用摘要：JUST-IN-TIME（JIT）系统，供应链管理的整合，最近已经吸引了越来越多的关注。

我国第三方物流中存在的问题、原因及战略选择【摘要】我国物流业发展刚刚起步，第三方物流的理论和实践等方面都比较薄弱。

本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。

分析了产生上述问题的原因，并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战略等三种可供选择的第三方物流企业发展战略。

【关键词】第三方物流；精益物流战略；价值链联盟；虚拟化战略1引言长期以来，我国国内企业对采购、运输、仓储、代理、包装、加工、配送等环节控制能力不强，在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。

因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。

本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。

2我国第三方物流业存在的主要问题(一)我国策三方物流企业与国外第三方物流企业的差距较大，具体表现在以下几个方面：1、规模经济及资本差距明显。

由于国外的大型第三方物流企业从全球经营的战略出发，其规模和资本优势是毫无疑问的，尤其初创时期的我国策三方物流业，本身的规模就很小，国外巨头雄厚的资本令国内企业相形见绌。

2、我国策三方物流业企业提供的物流服务水准及质量控制远不如国外同行。

当国内一些企业还在把物流理解成“卡车加仓库“的时候，国外的物流企业早已完成了一系列标准化的改造。

同时，国外的物流组织能力非常强大，例如德国一家第三方物流公司，公司各方面的物流专家遍布欧洲各地。

如果有客户的货物需要经达不同的国家，那么欧洲各地的这些专家就在网上设计出一个最佳的物流解决方案。

这种提供解决方案的能力就是这第三方物流公司的核心能力，而不像国内公司号称拥有多少条船，多少辆车。

3、我国加入WTO后物流产业的门槛降低。

在物流服务业方面：我国承诺所有的服务行业，在经过合理过渡期后，取消大部分外国股权限制，不限制外国服务供应商进入目前的市场，不限制所有服务行业的现有市场准入和活动。

Study on the Strategy for Pharmaceutical Enterprises to Improve the Third-Party Logistics Development LevelsZhe-xiong Jin1, Li Yu1, 21. School of Pharmacy, Harbin University of Commerce, Harbin 150076, ChinaE-mail: jin-ai-pu@, iluyuli@Abstract: The developments of Chinese pharmaceutical enterprises in the process of the Third-Party Logistics industry, specifically the existence of some key issues were analyzed, and the Third-Party Logistics was proposed to improve the levels of Chinese pharmaceutical enterprises development measures, based on analyzing the implementation of SWOT strategy in pharmaceutical enterprises.Key Words: Pharmaceutical Enterprises, the Third-Party Logistics, SWOT StrategyI.T HE P ROBLEMS OF C HINESE PHARMACEUTICALE NTERPRISES IN T HIRD-P ARTY L OGISTICSThe Third-Party Logistics development in Chinese pharmaceutical industry was still at the early stage, and it was still relatively backward[1]. At present, the following difficulties and doubts still existed, in the process to develop the Third-Party Logistics of Chinese pharmaceutical enterprises[2]. A.Questions for the Ability of the Third-Party LogisticsEnterprisesIn China[3], the development time of the Third-Party Logistics was very short. The Specializations in business areas and the geographic areas were also vastly different, too. Drugs had special requirements in storage, packaging, transportation and other circulation, because of their own characteristics. Therefore, it was difficult for pharmaceutical enterprises to select a suitable Third-Party Logistics company, when client enterprises considered outsourcing of its logistics business.B.Concerns to the Leakage of Operational Information Pharmaceutical enterprises had to take a confidential means to the elements of the sales network operators, in order to maintain normal operations, special operations for some sectors[4]. However, its basic operating information would inevitably be opened to the Third-Party Logistics enterprises, because of the introduction of the Third-Party Logistics to operate their internal logistics. In the increasingly fierce market competition, the core competitiveness of the enterprise was an important guarantee for survival and development, while the disclosure of the core operational elements of pharmaceutical enterprises was another concern to implement the Third-Party Logistics.C.Worries about out of Control of the Business Process After the outsourcing of its logistics business, pharmaceutical enterprises manufacturing operations to a certain extent depended on the performance of the Third-Party Logistics enterprises[5]. After a Third-Party Logistics business operation was involved to the Pharmaceutical companies, it could master This work is supported by the Key Fund Project of Retured Overseas Students under Granted by Heilongjiang Province the right to operate of the enterprises to a certain extent. Therefore, the pharmaceutical enterprises should have a certain degree of psychological bottom line to the outsourcing of its logistics business.D.Concerns to Taking a Huge Risk into AccountThe great logistics capability was the requirement for the pharmaceutical enterprises to suit so many production and circulation problems[6]. The implementation of the Third-Party Logistics means layoff, assets sales, and the business management structure would be changed dramatically. It was not only a pressure to the persons engaged in logistics or distribution, but the greater risk was also that internal management structure would face a major adjustment.E.Impact on the Third-Party Logistics from the First andthe Second-Party LogisticsOn the one hand, many pharmaceutical enterprises did not really understand the meaning of modern logistics, so the First-Party Logistics, Second-Party Logistics and Third-Party Logistics always were confused[7]. On the other hand, they could not be willing to abandon the huge profits from the logistics, so they had to develop their own First-Party Logistics and Second-Party Logistics, pharmaceutical enterprises and thus seriously hamper the development of the Third-Party Logistics[8].II.SWOT S TRATEGY OF THE T HIRD P ARTYL OGISTICS IN C HINESE P HARMACEUTICALE NTERPRISESThe strengths, weaknesses, opportunities, threats for Chinese pharmaceutical enterprises were analyzed to carry out the Third-Party Logistics from its internal conditions and external environment by SWOT strategy, the most commonly used paradigm of strategic analysis. So that it could be the foundation for Chinese pharmaceutical enterprises to carry out the Third-Party Logistics (See Table 1).978-1-4244-7330-4/10/$26.00 ©2010 IEEE 1585Table Ⅰ Analysis of SWOT StrategyFactor DefinitionStrengths—S a. Sharing the cost of the Third-Party vendors, and using the latest technology and tools constantlyb. Relying on the Third-Party expertise, rather than trying to establish, enabled enterprises to focus on the development of core competenciesc. Achieving optimizing economies efficiency in logistics services, technical development, transportationd. Obtaining short-cut when entering new markets, adapting to the local culture and environment to promote globalization more quicklye. Helpful to respond to changes in market demand and improve customer satisfaction and loyaltyf. Adapting to the short-term product life cycle, capital risk-sharing with the third-party, using their professional capacityg. Using the Third-Party experts to help enterprises understand the relevant government laws and regulations, and getting along well with the governmenth. Using the Third-Party technology, analysis and optimization capabilities to take the original data into the guidance for the customer informationWeaknesses—W a. Enterprise services of the Third-Party Logistics was single function, weak service concept, small-scale, high service costs, low using of modern technology, lack of logistics management personnel, and the enterprise system were not soundb. Most of the professional Third-Party Logistics enterprises were not familiar with the circulation system and business model in the pharmaceutical industry; did not understand the medicinal products of special warehousing, distribution, maintenance etc. The absence of professional personnel in the pharmaceutical industry, drug regulatory leaded to not familiar with the relevant lawsOpportunities-O a. Domestic pharmaceutical enterprises of modern logistics had just started, it would take a long time to develop the Third-Party Logisticsb. Because the pharmaceutical industry had its own particularities, the state management of pharmaceuticals, as well as warehousing, transportation requirements were very stringent; the real pharmaceutical Third-Party Logistics had not been formed.Threats—T a. Some data indicated that corporate economic power (as measured by sales) and a negative correlation between logistics cost(See Table 2 and Table 3)b. The influence on their core competencies, when the Third-Party Logistics was adaptedc. “Two heavy and one light” thinking errors, namely, heavy manufacturing, heavy marketing and light-Logistics lowered the level of logistics information technology, and weakened the techniquesT ABLEⅡTHE U.S. C OMPANY L OGISTICS C OSTS IN 2004Yearly sales (millions USD) Less than 200 200～500 500～1250 More than 1250 the proportion of Logistics costs 10.45% 8.73% 7.36% 3.40%T ABLE ⅢTHE C ANADIAN C OMPANY L OGISTICS C OSTS IN 2004Yearly sales (millions USD) Less than 200 200～500 500～1250 More than 1250 the proportion of Logistics costs 10.10% 10.97% 10.24% 3.40%III.M EASURES TO I MPROVE THE D EVELOPMENT OFC HINESE P HARMACEUTICAL E NTERPRISESA.Macro-guaranteePharmaceutical Third-Party Logistics market must be built and fostered, and the gradually standardized and the legal market should be guaranteed, in order to develop Chinese pharmaceutical Third-Party Logistics. Therefore, local protectionism must be broken, so that the logistics market could be founded in a competitive environment, while the Government should put the appropriate legal protection, introduction of medical logistics development policies.B.Establishing Correct Logistics Concept andEstablishing Pharmaceutical Third-Party LogisticsmarketThe development of Chinese pharmaceutical Third-Party Logistics would inevitably be affected, if we were not out of Chinese pharmaceutical enterprises from the traditional logistics model to change the traditional extensive mode of economic operation. Therefore, Chinese pharmaceutical enterprises should establish a correct modern logistics concept, at the point of optimizing resource allocation and implementation of specialized logistics. National authorities should implement appropriate economic policies to restrict the expansion and extension of self-service pharmaceutical enterprises system of logistics facilities, and restricted the self-built logistics service system, so that the logistics services could be gradually separated from the pharmaceutical companies, and then, a unified pharmaceutical Third-Party Logistics market could be formed, and the development of pharmaceutical Third-Party Logistics industry could be promoted.1586C.Construction of a Professional PharmaceuticalThird-Party Logistics EnterpriseIt was a very important external condition for Chinese pharmaceutical enterprises to implement a true Third-Party Logistics, so that China must have a professional pharmaceutical Third-Party Logistics enterprise, but the current domestic Third-Party Logistics had just started, it was difficult to develop a professional pharmaceutical Third-Party Logistics. It requires that Chinese pharmaceutical Logistics wishing to engage in Third-Party medical logistics enterprises should build their core capabilities, asset reorganization, establish their regional alliances, make full use of the advanced information technology and logistics technology, get along well with the logistics services between supply and demand sides, track market rhythm, adjust business strategy promptly, cultivate a comprehensive talent, and improve service levels. D.Selection of the Appropriate Mode of Third-PartyLogisticsThe Third-Party Logistics could play a role in four fundamental aspects in the field of medicine circulation. That is, providing some or all the drug transportation, warehousing operations for pharmaceutical enterprises, based on information exchanging; providing regional distribution and collecting money services; the logistics process management, supply chain systems designation and optimization; and helping pharmaceutical enterprises to plan, implement, manage their self-built regional distribution centers and other integrated services. So that pharmaceutical manufacturers and circulation enterprises could focus on their core business, and achieve business and financial settlement through information technology. Therefore, the pharmaceutical Third-Party Logistics was in a special position in the pharmaceutical supply chain. It did not only provide pharmaceutical enterprises the basis for logistics services, to achieve effective flow of drugs and reduce the burden on non-core businesses customers, it also took the advantage of collecting and recruiting upstream and downstream customer information dominance, played the role in the sources of information in the drug circulation. It was another new pharmaceutical enterprise information portal, so that the area of the entire pharmaceutical distribution operations more simple and efficient. Chinese pharmaceutical enterprises in the implementation of Third-Party Logistics could be achieved though completely socialized or part of the socialization two modes.a. Complete Socialization of Pharmaceutical Third-Party LogisticsThis type of pharmaceutical Third-Party Logistics enterprise did not have ownership of drugs, it only provide customers with the necessary logistics services. It did not belong to the same industry, but a link in the customer supply chain, so customers of logistics outsourcing were at ease. From Figure Ⅰ we could clearly see that the main production type, the main type wholesale, retail and the main type mode of operation were more uniform, while the pharmaceutical Third-Party Logistics enterprises would also service for pharmaceutical production and flow of business (i.e. hybrid) to expand business scope, but its complexity grew(see Figure Ⅱ)-the distribution of logistics and distribution center space, and the achievement the internal medicine(Two or more of its customers were the main transaction, the flow of drugs was just only the flow of bank, if the simultaneous use of the warehouse or logistics center) and external “asthenia and sthenia” small error rate of drug flow, and other issues were presented to Third-Party enterprises more stringent requirements. Of course, it was a relatively idealized mode of operation. In reality, most of the integration of transport services, the operation was also much simpler. Of course, it was not the true sense of the Third-Party Logistics.Figure Ⅰ the operation mode of pharmaceutical Third-PartyLogistics enterprisesb. Part of the social-oriented pharmaceutical Third-Party Logistics (see Figure Ⅱ)Figure Ⅱ Part of the social-oriented pharmaceuticalThird-Party LogisticsThis type was normally transformed from the Chinese large-scale circulation enterprises of medicine or medical group, Such as Shanghai Pharmaceutical Co., Ltd., whose business grew faster, but now the warehouse distribution facilities and equipment were increasingly unable to meet the1587requirements of modern logistics. In this case, the pharmaceutical wholesale enterprises, medical groups built amodern logistics distribution center for their own developmentneeds to meet their own needs first, if the capability wasabundant, it also provided logistics services to otherpharmaceutical companies.IV.C ONCLUSIONSThe Third-Party Logistics was proposed to improve the levels ofChinese pharmaceutical enterprises development measures, based onanalyzing the implementation of SWOT strategy in pharmaceutical enterprises. The strengths, weaknesses, opportunities, threats for Chinese pharmaceutical enterprises were analyzed to carryout the Third-Party Logistics from its internal conditions andexternal environment by SWOT strategy, the most commonlyused paradigm of strategic analysis. The pharmaceuticalThird-Party Logistics could play a key role in the field of pharmaceutical circulation.R EFERENCES[1]W. Jiang, See the complexity and specificity of the pharmaceuticalmarket from the pharmaceutical industry chain, Medical Herald, 2004. [2]W. H. Shao, Y. X. Tan, Study on Pharmaceutical retail chain enterpriseslogistics cost. Central South Pharmacy, No.2, 2004.[3]James. C, F. Wood, Modern Logistics, Beijing, Social SciencesAcademic Press.[4]W. P. Luo, The Third-Party logistics theory, operation and Case,Shanghai, Shanghai Academy of Social Science Press.[5]G. S. Wu, The charm of the Third-Party Logistics, China Pharmacies.[6]J. H. Liu, Analysis of the pros and cons of Third-Party Logistics andbusiness logistics mode choice, Jiangxi Social Sciences, No.7, 186, 2002.[7]J. M. Hao, The Third-Party Logistics, Chengdu, Sichuan People'sPublishing House, 2002.[8]J. P. Liang, Modern Logistics, Shenyang, the Northeast University ofFinance Press, 2003.1588。

文献出处:J.J o u r n a l o f T r a n s p o r t G e o g r a p h y,2015,152:30-34.原文TheResearchofRegionalLogisticsCompetitivenessMahpulaAAbstractAtpresent,thedevelopmentoflogisticsisthelogisticsdemandrapidincrease,th eexpandingmarketcapacity,acceleratestheconstructionoflogisticsinfrastru cture,third-partylogisticsfastgrowththetendency,thewholelogisticsindust ryisdevelopinginthedirectionoftheinformation,,withtherapidincreaseoflog isticsdemand,,theexistenceanddevelopmentofregionallogisticsisthepremise ofexistenceanddevelopmentofregionaleconomy,,iscloselyrelatedtothescalea ndthelevelofthedifferentregionaleconomicshape,sizeandindustry,determine sthelevelofregionallogistics,,adapttoreasonablelayoutofindustrialstruct ure,toreducelogisticscost,,theregionaleconomicdevelopmentisinseparablef romthedevelopmentofregionallogisticsandregionallogisticstoprovidesuppor tandguaranteeforthedevelopmentofregionaleconomy,,thedevelopmentofthereg ionallogisticshasbecometoimprovetheregionalinvestmentenvironmentandindu strydevelopmentenvironment,expandingthescopeoftheregionalinfluence,thek eytoenhancingregionalcompetitiveness.Keywords:Regionallogistics;Regionallogisticscompetitiveness;Evaluationi ndex1IntroductionTherapiddevelopmentofworldeconomyandtheprogressofmodernscienceandtechno logy,thelogisticsindustryasanemergingserviceindustry,,logisticsindustry isconsideredtobetheeconomicdevelopmentofthearteryandbasicindustry,itsde velopmentdegreebecometomeasureacountry'smodernizationdegreeandcomprehen sivenationalstrength,oneoftheimportantmarksisknownasthe"thirdprofitsour ce"oftheenterprise,itsroleismoreandmorebig,becamethecurrentaftertheITin dustry,financialindustry'shottestemergingindustryanewgrowthpointofnationaleconomy,,istheimportantforceintheformationanddevelopmentofregionalec onomy,itistoimprovetheefficiencyandeconomicbenefitinthefieldofregionalc irculation,improvethecompetitiveabilityofregionalmarket,etc.,,however,t herearestillmanyproblems;,sincethereisnouniformstandard,,withthetwoindi catorstomeasurelogisticsscalehascertainscientific,butitcan',,theproport ionofdifferentresearchersusedifferent,rangingfromteenstotwentypercent,, thelogisticsindustry'seconomicstatisticaldatashortage,thereisnocomprehe nsivelogisticsdemandstatistics,whichmadeusqualitativeunderstandingofthe levelofunderstandingoflogistics.2LiteraturereviewAbouttheCoreCompetencetheory,CoreCompetenceCoreCompetenceoftheoriginali ntentionistheCoreskillsorCoreskills,thisconceptisin1990bytheAmericanstr ategicmanagementexpertsmade'sstrategicmanagementexpertshamer,referstoth eenterpriseorganizationofaccumulatingknowledge,especiallyabouthowtocoor dinatedifferentproductionskillsandintegrateavarietyoftechnicalknowledge ,andonthebasisofadvantageoverothercompetitorsuniqueability,namelyCoreCo mpetenceisbuiltonthebasisofenterpriseCoreresources,istheenterpriseintel ligence,technology,products,management,:theabilitytheoryrepresentedbyRo ssbyandChristie'sschool;Schoolrepresentedbyporter'stheoryofmarketstruct ure;RepresentedbyWernerPhilandPenrose',theabilitytointegrated,uniquenes s,extensibilityandinherentcharacteristics.Relatedtheory,thestudyofregionallogistics,thelogisticsresearchofEuropea ndtheUnitedStates,Japanandotherdevelopedcountries,focusontheenterprisel evel,,,theregionalinternationallogisticsfieldofresearchmainlyincludesth efollowingaspects:1,,morefortheglobalnetworkofsupplychainfacilitylocati onpositioning,andcoordinatethefactorymoresupport,,thecommonlyusedmethod sincludemathematicalanalyticalmethod,systemsimulationmethodandheuristic methods,;Mixedintegerprogrammingsolvetheproblemofsiteselectionoflogisti cscenterandlogisticsplanning,etc.2fromtheperspectiveofurbaneconomyandth eenvironment,,usingadynamictrafficsimulationmodel,quantitativeresearche conomicgrowth,thetransportdemand,aswellastherelatedroadcongestionandenv ironmentalpollution.3fromthepointofviewofthecitygovernment,Flow,thethirdpartylogisticsenterprise,storageandtransportationenterpris e,,'sabilitytoprovidelogisticsservicesandmeetcustomerdemand,embodiesthe subjectoflogisticsoperationlevel,mainlyincludingtheenterprisecompetitio nability,profitabilityandperformancelevel,reflectacertainperiodoflogist icsenterprisesintheareaoftheoveralllevelofdevelopment,isthekeyfactorfor theformationofregionallogisticscompetitiveness.,,thedevelopmentlevelofinformationistheoneimportantfactorfortheformatio nofregionallogisticscompetitivenesslevel.Macroenvironmentreferstothelogisticsindustrydevelopmentoflogisticsindus trydevelopmentplanning,landusepolicy,taxpolicy,marketaccesspolicy,talen ttraining,suchasthesoftenvironment,affectingthedevelopmentoflogisticsin dustryreflectstheexternalenvironmentforthedevelopmentofthelogisticsindu strytoprovidefavorableconditionsandtheenvironmentsupport.译文区域物流竞争力研究作者MahpulaA摘要当前,物流的发展正呈现出物流需求快速上升、市场容量不断扩大、物流基础设施建设加速、第三方物流快速成长的趋势,整个物流产业正朝着信息化、全球化和专业化的方向发展;同时,随着物流需求的快速增加,区域物流的发展更加迅猛;区域物流是区域经济的重要组成部分,区域物流的存在和发展是以区域经济的存在和发展为前提的,没有区域经济也就没有区域物流;区域物流与区域经济发展的水平、规模密切相关,不同区域经济的水平、规模和产业形态,决定了区域物流的水平、规模和结构形态;区域经济一体化能使区域内和区域间的物流趋向合理,适应产业结构的合理布局,从而降低物流成本,促进区域物流发展;反之,区域经济的发展也离不开区域物流的发展,区域物流为区域经济的发展提供支撑与保障,区域物流的发展将带动和促进区域经济的进一步发展;因此,区域物流的发展己成为改善区域投资环境和产业发展环境、扩大区域影响范围、提升区域竞争力的关键;关键词:区域物流,区域物流竞争力,评价指标1引言世界经济的快速发展和现代科学技术的进步,物流产业作为一个新兴的服务性产业,正在全球范围内迅速发展;在国际上,物流产业被认为是经济发展的动脉和基础产业,其发展程度成为衡量一国现代化程度和综合国力的重要标志之一,被誉为企业的“第三利润源泉”,其发挥的作用越来越大,成为了继IT业、金融业之后的当前最热门的新兴产业和国民经济新的增长点,引起了社会的普遍重视;区域物流是区域经济的重要构成要素,是区域经济形成与发展的重要力量,它对提高区域流通领域的效率和经济效益,提高区域市场的竞争能力等,发挥着积极的能动作用;然而,现代物流快速发展的背后仍然存在较多的问题,其中物流竞争力水平低于物流发展水平显得尤为突出;选择物流竞争力发展水平评价指标时,由于没有统一的标准,只能利用货运量或货运周转量来衡量物流规模;运输是物流过程中实现货物空间位移的中心环节,用这两个指标来衡量物流规模有一定的科学性,但不能真实反映地区物流的全貌;估计物流需求量时,通常的做法是根据GDP和社会消费品零售总额等国民经济核算指标;这仅仅是宏观层次上的一种简单估算,不同的研究人员采用的比例不同,从百分之十几到百分之二十不等,所得结果存在较大差异,给理论分析带来了较大的困难;同时,有关物流产业的经济统计资料极度缺乏,也没有全面的物流需求统计数据,这使我们对物流的理解始终处于定性的认识水平上;2文献综述关于核心竞争力理论,核心竞争力Core关于区域物流的相关理论研究,物流发达的欧美、日本等国研究,侧重于企业层面,即致力于提供企业优化策略;而区域层面的物流系统及竞争力研究,则涉及不多;根据文献查阅,国际上区域性物流领域研究,主要包括以下几个方面:1从跨国公司角度研究全球性物流资源配置和协调问题;具体包括物流基础设施、市场竞争机制及物流供应链运行等问题;此类研究多利用运筹学等数量化技术工具,为供应链的全球网络设施选址定位、多工厂协调、战略配送体系设计等问题提供支持;这是企业层面物流优化研究的扩展,常用方法包括数学解析法、系统仿真法和启发式方法等;如位分法和图解法解决一元网点的布局问题;混合整数规划解决物流中心的选址以及物流规划问题等;2从城市经济和环境角度,研究城市交通网络的设置问题;例如Tanjguchietal从城市层面,利用交通仿真动力学模型,定量研究经济增长、运输需求,以及道路拥挤和环境污染的相互关联;3从城市政府角度,研究其在宏观物流发展中承担的角色和效用;例如和Senblatt,研究了全球化供应链管理中设施融资、交通以及地区交易规则、企业税费法律中的政府补贴等全球生产和配送网络主要因素的效用等;3区域物流相关理论概述区域物流的定义学术界对区域物流的定义尚未统一,一个比较认可的观点是,区域物流是在一定的区域地理环境中,以大中型城市为中心,以区域经济规模和范围为基础,结合物流的有效服务范围,将区域内外的各类物品从供应地向接受地进行的有效实体流动;是将运输、仓储、装卸搬运、配送、包装、流通加工、信息处理等物流活动集成,以服务于本区域经济发展的综合体系;它要求集成的、一体化的物流管理,即以满足用户需要为目的,对物品、服务及相关信息从供应地向接受地的有效率流动进行计划、执行和控制的活动,是物资流、信息流及资金流的有机统一体;区域物流主体、客体和载体的关系区域物流结构具有多层次、多维度的特点,其基本要素包括物流主体、物流客体和物流载体,而基本要素又有其各自完整的结构体系,每一要素都表现出不同的功能,从而形成区域物流的整体功能;区域物流主体是直接参与或专门从事区域物流活动的经济组织,包括货主物流企业、第三方物流企业、储运企业等;物流主体是供应链物流渠道起点和终点的联接者,在整个区域物流活动过程中起着主导和决定性的作用;物流主体要素的集成是现代物流的本质特点;因此,集物流各要素为一体的物流主体,对于物流业发展具有决定性作用;与区域经济产业积聚相类似,区域物流也强调物流主体积聚,物流主体在空间上的积聚有利于促进物流活动的规模化、集约化、体化发展,这也是区域物流园区、物流中心、配送中心形成的客观基础,而区域物流园区、物流中心、配送中心决定了整个区域物流系统的空间结构;区域物流与区域经济的关系区域物流是区域经济的重要组成部分,区域物流的存在和发展是以区域经济的存在和发展为前提的,没有区域经济也就没有区域物流;区域物流与区域经济发展的水平、规模密切相关,不同区域经济的水平、规模和产业形态,决定了区域物流的水平、规模和结构形态;物流总是伴随着商流而生,区域经济越发达,制造及商贸越活跃,作为服务行业的物流业就会有良好的客户群和市场基础,大规模发展的可能性越大;反之,区域经济的发展也离不开区域物流的发展,区域物流为区域经济的发展提供支撑与保障,区域物流的发展将带动和促进区域经济的进一步发展;由此可见,区域物流与区域经济是相互依存的统一体;区域经济是区域物流发展的前提和基础,是拉动区域物流发展的主导力量;区域物流是区域经济的重要组成部分,是区域经济的支撑系统,为区域经济服务;区域物流的发展目标和战略必须服从并服务于区域经济发展的目标和战略;4区域物流竞争力区域物流竞争力是指某空间范围内一般以行政区域为边界,也可跨区域,物流产业所具有的区别于其它区域的资源察赋优势、物流企业能力、政府政策支持和产业创新能力,最终体现为通过区域内部的良性竞争将以上各种资源、能力有效整合而形成的具有互补性、整合性的能力体系,反映了各区域在物流活动中相比较的竞争能力,体现了区域物流服务能力的大小和物流业发展水平的高低;区域物流的竞争力主要由六项基本要素共同构成:社会经济发展水平、物流需求规模、物流供给状况、物流企业发展水平、信息发展水平、物流业发展宏观环境;社会经济发展水平社会经济发展水平综合反映了区域物流竞争力水平的社会经济基础,是区域物流竞争力发展的保障,为区域物流的可持续发展提供支撑,也从另一侧面反映了区域物流竞争力发展的潜力与动力;物流需求规模物流需求规模主要指物流服务的生产、消费、流通等领域的数量和规模,在一定程度上受当地资源条件的限制,它综合反映了一个地区对物流服务的需求程度和规模:物流需求规模的大小,决定了物流市场容量的大小,是区域物流产业存在和发展的前提与基础;物流供给状况物流供给状况指为物流业发展所提供的物流基础设施、各种物流技术装备、从事物流服务的企业及相应的从业人员等的数量和规模以及地区的交通能力状况,综合反映了区域物流的供给能力和服务水平,体现了对物流业发展的促进作用和满足程度,是区域物流竞争力形成和发展的主要因素;物流企业发展水平物流企业发展水平综合反映了区域内物流主体提供物流服务及满足客户需求的能力大小,体现了物流主体的运作水平,主要包括企业的竞争能力、盈利能力及绩效水平,反映了一定时期区域内物流企业的总体发展水平,是区域物流竞争力形成的关键因素;信息发展水平信息发展水平主要是指区域的信息化程度及信息技术水平的高低;物流是依据信息来流动的,物流的整个过程已越来越依赖于对信息的获取;许多物流企业已把建立自身的信息管理系统作为发展其核心竞争力的关键,可见信息的发展水平是区域物流竞争力水平形成的一个重要因素;物流业发展宏观环境物流业发展宏观环境主要指物流产业发展规划、土地利用政策、税收政策、市场准入政策、人才培养政策等影响物流业发展的软环境,体现了外界环境为物流业发展所提供的有利条件和环境支持;。

外文资料翻译---分析第三方物流的发展Analysis of Third-Party Logistics DevelopmentLogistics is a term derived from the military's logistics support。

which has been widely used in the economic field since the Second World War。

The Logistics Management n of the United States defines logistics as the process of meeting the XXX the flow and storage of raw materials。

intermediate products。

final products。

and related n.Logistics comprises four key components: real flow。

real storage。

and management to coordinate the flow of n。

The primary n of logistics is to create time and space XXX the distance through storage.Third-party logistics (3PL) is a service provided by an external company to manage the logistics activities of another company。

The development of 3PL has been driven by theincreasing complexity of supply chain management。

文献出处：Min, Hokey. "Examining logistics outsourcing practices in the United States: from the perspectives of third-party logistics service users."[J] Logistics Research 6.4 (2013): 133-144.原文Examining logistics outsourcing practices in the United States: from the perspectives of third-party logistics service usersHokey MinAbstractOngoing global recession forced many firms to change the direction of their business strategic thinking. This change in a strategic thinking includes the reassessment of current business practices that may not necessarily add the highest value to the supply chain process and may not bring the highest possible return from the allocated resources. As such, outsourcing strategy that allows the firm to focus on its core competency has gained popularity over the years. One of the supply chain activities that are often outsourced is logistics as evidenced by a continued growth of the third-party logistics (3PL) industry across the world. To help firms formulate wise logistics outsourcing strategy, this paper examines the common logistics outsourcing practices among the US firms and identifies key determinants influencing their logistics outsourcing decisions. It also explores the current logistics outsourcing trends in terms of customer value propositions. Examples of such trends that this study discovered were the increased outsourcing of global logistics practices and a short-term duration of the logistics outsourcing contracts. Furthermore, this paper identifies the best-in class 3PLs based on their users’ experiences with those 3PLs as guidance for future benchmarking efforts.1 IntroductionWith the world economy deeply mired in the worst recession in decades, many firms search for every possible means to enhance their managerial efficiency. One ofsuch means includes logistics outsourcing. Generally, logistics outsourcing is defined as a subcontract arrangement whereby a logistics service provider performs a range of services for a firm that could be, or have been provided, in-house. Logistics outsourcing allows the firm to focus on its core competency and exploit external resources and expertise in handling its logistics activities. In other words, logistics outsourcing involves any form of externalization of logistics activities previously performed “in-house.” The theoretical underpinnings of logistics outsourcing are often predicated on the transaction cost analysis and network theory .According to the transaction cost theory, when transaction costs are low and transaction uncertainty is high, logistics outsourcing can be more appropriate than in-housing. Also, according to the network theory, the firm’s relations with its logistics service providers through outsourcing contracts can constitute its most valuable intangible resource (e.g., logistics knowledge and competencies) and thus create competitive advantages over its rival. To elaborate, the potential benefits of logistics outsourcing include the following: cost savings, improved cash flows, better asset management, greater distribution networks, quicker customer responses, a reduced burden for capital investments, and supply chain flexibility.Realizing these benefits, 70 % of the US firms outsourced their logistics operations to some extent for the last two decades [4]. The popularity of logistics outsourcing is further evidenced by a gradual growth of the third-party logistics (3PL) industry in terms of its sales revenue and diverse service offerings for the last two decades. Though suffering from a slight decline in 3PL growth during 2009, the 3PL industry generated more than $120 billion of revenue in 2010 [14]. Riding a new wave of momentum, the 3PL revenue reached $141 billion in 2011 [29]. Due to a wide range of 3PL service options available from the ever-growing 3PL industry, the 3PL selection decision often poses unique challenges (see, e.g., [5]). These challenges may include the following: (1) the identification of logistics functions that need to be streamlined and outsourced; (2) the constant evaluation and monitoring of 3PL performances; (3) the coordination of outsourced logistics activities through frequent communication with selected 3PLs; (4) the preparation of a request-for-proposal (RFP)or request-for-quotes (RFQ); (5) contract renewals; (6) the establishment of a long-term relationship with trustworthy 3PLs. The failure to deal with these challenges may significantly disrupt the 3PL user’s supply chain operations and bring more harm than good, since the 3PL user contractually relies on the 3PL to provide timely and cost-efficient logistics services to its end customers.Considering the various challenges of logistics outsourcing, it is important for the 3PL user to develop a careful strategic plan before making its decision on the scope of logistics outsourcing, 3PL selection, contract negotiation, relationship building, performance appraisal, conflict resolution, and contract renewal. To help the 3PL user develop such a plan, this paper conducts a questionnaire survey of the US firms and identifies the common logistics outsourcing practices that can be developed into the “best-practices.” This paper also develops potential performance metrics or key performance indicators (KPIs) that can be used to evaluate the 3PL performances and then determines the benchmark (“best-in class”) 3PL among the six leadi ng 3PLs (i.e., UPS Supply Chain Solutions, FedEx Supply Chain Solutions, Ryder Logistics, Menlo, C.H. Robinson, Exel) in the United States which can be emulated by other 3PLs. These metrics can provide a distinction between more successful and less successful 3PLs and thus help identify key success factors for logistics outsourcing [26, 76]. With this in mind, this paper addresses the following research questions：1.Which companies are likely to outsource their logistics activities?2. Who makes a logistics outsourcing decision and manages 3PLs?3. Which logistics functions are likely to be outsourced?4. Which terms (e.g., payment, duration, and conflict resolution) are included in the 3PL contracts?5. What are the most important determinants for selecting 3PLs?6. What are the most important benefits of logistics outsourcing?7. Which performance metrics are most important to 3PL performance evaluation?8. Which leading 3PL is considered to be the “best-in class” performer (benchmark)? In the following sections, we provide a brief overview of the relevant literature pertaining to logistics outsourcing. Next, we present the research methodology and its rationale. Then, we summarize the outcomes of data analysis, while discussing key findings and implications of this research.2 Literature reviewReflecting the growing popularity of logistics outsourcing and a subsequent growth of the 3PL industry, there exist an extensive body of the literature relating to logistics outsourcing including 3PL trends, extent of 3PL usage, 3PL benefits, 3PL benchmarks, and 3PL selection criteria. In general, 3PL refers to a for-hire, independent service provider performing all or part of logistics activities for the buyer, the seller, and the manufacturer of raw materials, parts/components, goods in process, or finished products without taking the title of those goods is one of the first to conceptualize 3PL services and project the emergence of the 3PL industry. Lieb and Randall started their landmark study by examining the extent to which the US manufacturers used 3PL services, the specific areas of 3PL services that were frequently used, and the managerial benefits accrued from the use of 3PL services. This study was continued and extended by Lieb and Randall , Sink et al. Lieb and Kopczak, Murphy and Poist, Lieb and Randall, Lieb and Miller , Lieb and Kendrick, and Lieb and Bentz who examined the extent of 3PL usage, 3PL market trends, and the prospects of the 3PL industry from the perspectives of 3PL chief executive officers (CEOs) and selected users for the last decade.Following suit, Knemeyer and Murphy and Sahay and Mohan investigated the impact of 3PL relationships on 3PL selection, contractual arrangements, and extent of its usage. These studies, however, primarily focused on the 3PL industry in the United States and did not recognize the emergence of the 3PL industry in foreign markets. Inresponse to the need for global 3PL studies, Lieb et al. conducted an empirical analysis to compare the status of the US 3PL industry with that of the European 3PL industry. Lieb and Kopczak also examined how US 3PLs established their foothold in the European market. To better understand the dynamics of emerging 3PL markets in a particular foreign country, Dapiran et al. investigated the extent of 3PL usage in Australia. Similarly, Bhatnagar et al. zeroed in on 3PL opportunities in Singapore, while Sohail et al. looked into the burgeoning Sub-Saharan African market that was often overlooked by many 3PLs. Also, Jaafar and Rafiq studied the prevalent practices and trends of the 3PL industry in the United Kingdom. Other similar studies focusing on the particular country’s regional 3PL markets include the following: logistics outsourcing practices in Mexico, New Zealand Australia and New Zealand, China, Korea, India (Sahay and Mohan [65]), Saudi Arabia, Denmark, and Turkey. However, a vast majority of these prior studies did not develop a benchmark of 3PL performance standards, which is critical to sustaining the growth of the 3PL industry on a global scale. Recognizing this deficiency, Min and Joo attempted to measure the performance of selected 3PLs and then developed a benchmark standard using data envelopment analysis (DEA). Generally, DEA is referred to as a nonparametric linear programming technique that converts multiple incommensurable inputs and outputs of each decision-making unit (DMU) into a scalar measure of operational efficiency, relative to its competing DMUs. Similar attempts were made by Zhou et al. Min and Joo , and Min et al. Despite numerous merits, most of the prior 3PL studies primarily focused on the specific demands, needs, and types of logistics outsourcing practices without looking into the 3PL user’s outsourcing decision rationales, contractual terms, 3PL selection criteria, value propositions, and performance metrics which will be the important basis for 3PL benchmarking. To fill a significant void in 3PL knowledge bases, this paper conducts an exploratory study of US firms that can increase the understanding of their outsourcing decision rationales, contractual issues, value propositions, and performance metrics, while identifying best-in class practices and then developing winning logistics outsourcing strategy.译文研究美国的物流外包实践:从第三方物流服务的用户的视角摘要持续的全球经济衰退迫使许多公司改变了他们的商业战略思考的方向。

外文翻译原文Third-party logisticsMaterial Source: WORD TRADE JULY 2005Author: Lara L Sowinski Third-party logistics providers are at the top of their game. The demand for their services has never been greater, thanks to ongoing globalization and the need for companies to manage increasingly complex supply chains. The 3PLs have a lot more to offer too and they're moving quickly up their customers' value chains with services like security consulting and purchase order management.The growth in the 3PL industry mimics that of most industry life cycles, observes Jerry Lev), vice president of marketing for BAX Global.”When the WL industry started around 1990, we all went after the low hanging fruit. That is, the obvious non-core activities of warehousing, transportation, basic customs clearance activities, transportation management, and documentation." Today's 3PLs are much more robust and typically play a more significant role than previously, he says. Anymore, the 3PL "really needs to have a cross-functional presence" inside the customer's business."It used to be their presence was limited to the transportation and logistics department. Now, you're finding 3PLs in purchase order management and supplier management, for example. You need to have a presence in the marketing department, the operations department, and the Finance department if you want to move up the value chain. You have to understand your customer's needs and hot buttons. but if you stay just in the transportation and logistics area you're never going to understand those other commercial needs."Levy also says it's important for 3PLs to have "leading edge systems and Web-based information exchange capabilities." He says that in the late 1990s, companies spent a lot of money on software vendors' ERP systems and transportation modules then expected the 3PL to interface with those systems. However, "Companies spent a lot of money of these systems and they haven't gotten the ROI they anticipated. Now, we're seeing quite a technology' off-load from corporations, manufacturers, and retailers. They're saying to the 3PLs, 'Look, you start providing that information to us. I want to be able to access transportation performance, statistics, supplier compliance, and I want you to be able to do that for me, Web-based,so I can just go into your system and pull that information because we're not going to buy software.'"According to 3PL executives relationships with customers are getting closer, more intimate, and there's plenty of room for expansion. Levy believes relationships have evolved into "real partnerships, especially when it comes to international supply chain management. We have more business critical information than we've ever had from our customers. Our customers are willing to open their books more than they ever have, and quite frankly we're willing to open our books to those kinds of customers."Ken Chay director of marketing strategy for APL Logistics agrees. "Today's 3PL clients are more receptive to working with 3PLs as strategic partners and not just as tactical cogs in the wheel. As any 3PL worth its salt will tell you, the more you allow your 3PL to work with you al a strategic level, the more successful and productive your relationship will likely be." There are also more companies using 3PLs. says Chay. "As recently as ten years ago, do-it-yourself was still the norm. In fact, when Northeastern University conducted one of its first studies on the use of 3PL services in 1991, only 38 percent of respondents indicated they were using 3Pl.s. By contrast, a joint study conducted by Northeastern University and Accenture in 2004 showed that number has grown to 80 percent."Chay advises that to get the most out of the relationship, companies should take care not to "underestimate or underutilize their 3PL." He cites the area of logistics network optimization as one example. "Some companies come to a 3Pl. with their geographic needs and service requirements pre-determined. For instance, let's say a company is thinking about opening a new facility in Chicago. Certainly the company will be able to find a 3PL who can provide the required services exactly as requested. But, is it as good as it can be? As an alternative, what if the company approached a 3PL with a set of needs, opportunities, and business rules and let the 3PL come back with some alternative solutions? Perhaps there's an even better location or combination of locations that could work, not to mention a different mix of activities to lay out within those locations, a different way to manage inventory levels and ownership, a different mix of carriers and modes and so on that would eventually yield a more flexible, responsive and efficient supply chain."In the meantime, Levy points out a troubling trend, namely contracts that are only one year's duration. When you sign an agreement with a company to managetheir global supply chain you have to make a sizeable investment to bring it up to speed (typically 90 to 120 days). The last think you need is another RFP to come out a few months later." Rather, companies should take the time to really evaluate what 'price' means, he says, "Total supply chain cost takes into account customer satisfaction, agility, and market penetration. You have to decide when evaluation your 3PL what the effect of their offering is on your total supply chain cost versus 'is the transportation I'm getting at the lowest possible price?'"Furthermore, companies should look at the 3PL's management tenure, says Levy. "You need stability in your 3PL supplier. Not necessarily the CEO, but the mid-level and lower-level managers at the 3PL that all your people around the world are going to have to be working with. For instance, what is the tenure of the 3PL's engineer in Tokyo who is working with your suppliers in putting the operation together? Is this someone who is going to be there for 2 or 3 years, or are they going to be getting a new engineer every 6 months? The people you'll be working with ultimately have to learn your business. Next, what is the 3PL's expertise in your vertical? Are you a pharmaceutical company, yet your 3PL specializes in automotive? Supply chains are different by verticals. Companies also need to think about a 3PL's global coverage.If you're sourcing from a lot of different countries around the world, this is critical. If your 3PL. only has agents or'shake hands' partners, I'd be concerned.Finally, what is the 3PL's growth philosophy? Is the 3PL looking to grow organically or are they a product of a lot of mergers and acquisitions, which means they're probably very inwardly focused and trying to get their systems integrated, and so on. Third-party logistics suppliers whose growth philosophy doesn't involve purchasing their expertise or presence are going to offer you a more stable product."Not surprisingly, one of the top challenges facing companies is how to handle a progressively more complex global supply chain. "As companies look to source and sell in new markets, their supply chains are extending overseas, most commonly China, but also into India and Eastern Europe. That means a supply chain that is longer, more complex, and potentially more costly," says Chay. "Secondly, as supply chains move beyond U.S. borders into emerging markets, these companies are finding they lack the local expertise in finding and managing vendors, dealing with customs, and with securing reliable transportation partners to get their goods from the factory floor ail the way to the retail store." "Third, the cargo security initiatives implemented post-September 11 have added a layer of compliance, documentation, and cargoverification requirements, making supply chain management more complex," adds Chay.Levy has experienced similar developments."One of the biggest questions on customers' minds is, 'How can we he sure we're compliant?"' says Levy, who has seen a growing need for security support or consulting, especially as companies encounter differing rules and regulations overseas. BAX Global is a participant in Customs and Border Patrol's C-TPAT(Customs-Trade Partnership Against Terrorism) program, and may have been one of the first in the 3PL industry to become certified. "We have a lot of high-tech customers turning to us for guidance on CTPAT," he says, adding that it will likely be just one of a number of programs that companies will eventually be required to participate in.Another challenge for customers, says Chay, is the export boom from China has led to significant congestion on the global transportation infrastructure, impacting all modes of transport that carry the goods, be it ocean or air, truck or rail, international or domestic. Our customers are asking us to help them design and manage supply chains that are fluid and flexible. That way, they can better respond to transportation bottlenecks and changing market conditions."As a final word of advice, Chay says, "When approaching the subject of logistics outsourcing, it's easy to fall into the trap of assuming all companies' needs are similar, when in fact the value that a 3PL can bring to the table varies dramatically by industry, global region, product lint', and individual company. More importantly, the value a 3PL brings can depend largely on an individual company's approach to outsourcing. The burning question isn't, 'What can your 3PL do for you?' it's 'What are you willing to let your 3PL do for you?' In other words, are you willing to give your 3PL more of a partnership role or do you want it to be just an order-taker? Are you willing to let your 3PL be an innovator in the big picture and day-to-day? Or, have you already decided the innovation is the exclusive province of your internal operations? And, how much of a 3PL's potential plan and advice are you willing to consider? Bear in mind that supply chain management is highly interdependent, where the sum of the parts can be greater than the whole."译文资料来源:WORD TRADE JUL Y2005 作者：Lara L Sowinski第三方物流供应商正处在其巅峰。