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1、译文题目： 物流外包确保一个组织竞争优势的一种手段外文题目： Logistics OutsourcingA Means Of Assuring The Competitive Advantage For An Organization 出 处： VADYBA MANAGEMENT 2007 m Nr 2 15 29 作 者： Loretta Parashkevova 译 文：摘要物流方式表明将交付供应链中的独立单位整合成一个统一的系统的目标，完成结果所需的时间和资源的损失降到最小的材料和信息流动的直接管理。一个最新方法的实施为公司的物流管理提供更多的成效，这个方法就是外包。物流外包带来诸多好处

2、，如：减少库存、减少订单的交货时间、提高运输质量、扩大生产的灵活性、降低生产成本和加速资金周转等。这保证了较低的生产成本和更好的质量交付，这是一个决定性的竞争优势。物流外包的应用有利于资源的合理配置，这是公司拥有的独特的竞争优势。因此，物流外包将作为一种手段应用于公司的物流运输中，以确保一个组织的竞争优势。关键词：外包，物流，供应商1.简介竞争优势，与不断增长的全球化和创新，开始逐渐失去其创意和新的竞争优势，在前端的灵活性，订单到交货时间减少，可靠的高质量的交付，和选择的机会。在竞争领域，厂家的能力加入其生产过程和系统的规划与个人消费者的喜好，将是一个的决定性的因素。只有通过建立灵活的生产管理

3、系统，与个别客户订单问题的解决方案才是可能的。首先，它需要的新的或最新的概念，如CFM（以客户为中心的制造），SCM（供应链管理），基于相同的概念作为企业资源规划（ERP），客户关系管理技术，生产管理的实施（客户关系管理）等，也将要求供应处理，物流中介机构的互动为基础的生产和有效的分配同步。其次，它在微观和宏观层面上是一个必要的优化运输系统。复杂的运输基础设施的发展是基于标准化的商品，货物，运输方式，装卸货物，交货速度，拓宽道路和铁路网络，完善的售后服务维修。第三，信息交流起着越来越重要的作用。工业企业在信息领域的互动，使信息可以以正确的形式被查阅，在合适的时间，通过正确的当局和真实类型，防止

4、未经授权的使用。本文的目的是研究物流外包的应用，作为一种手段，来确保一个组织的竞争优势。2.现代物流管理和外包物流过程的目的是制定物流的基本规则 - 7R原则：要在正确的时间和正确的地点，以正确的客户在正确的成本交付正确的产品在正确的数量与质量。无视上述条件的任何一个，都可能导致客户的流失。因此，减少了公司的竞争优势，并降低了其市场份额。不同于传统的物流方式，表明一体化（技术，技术，信息和经济）的独立单位在提供供应链成一个统一的系统的直接管理，物料流和信息流的目标完成预期的结果，以使时间和资源达到最小损失。在一个企业实施最新的物流管理使其降低生产成本，减少库存，对运送商品的高倾向性，订单到交付

5、时间减少和质量的提高，扩大生产的灵活性，加速资金周转。这可以保证较低的生产成本和更好的质量交付，这是一个决定性的竞争优势。除了降低操作成本，物流的组织战略的基本方向之一是集中在业务和运营的上。这将有助于资源的合理配置，是值得竞争的公司的独特优势（技术，诀窍，专用设备，和训练有素的人员）。这种方法可以被定义为“核心竞争力”。因此，通用的做法是使用“外包”越来越广泛。“外包”一词表明自己的业务流程的收缩或下降，通常，这是没有核心内容之一的，当把它传递给一家专门在这一领域的公司，它是不盈利的。使用外包的主要优势在于它是让组织重点放在其基本活动。组织可以通过外包其职能或活动，包括从人力资源管理，物流，

6、信息维护，工资处理，甚至生产本身。3.物流供应商的类型据推测，外包物流服务（第三方物流的物流外包）是作为一个活动传递的一部分或全部物流功能，基本上是从非生产性质，外部物流组织即第三方物流供应商上定义的。物流供应商（LP）可以进一步被称为物流服务供应商或第三方物流服务提供者（LSPs, 3PLs, TPLs）。他们是在物流领域提供服务的贸易组织，执行单独的操作或复杂的物流功能（如仓库库存，运输，订单管理，物流等）及完成客户组织的物流链综合管理。企业可能留下关于外部合作伙伴的所有物流业务，包括咨询，执行必要的调查，以及信息的实施系统。这些企业往往拥有丰富的物流管理经验，以及合理的处置人才和发达基础

7、设施（终端或终端网络，汽车库，甚至国际运输代理）。第三方物流服务提供者主要是子公司，它独立于他们的总部（货运公司，公司提供仓储服务等）以满足消费者日益增长的需求，及为他们提供更广泛的服务。第三方物流服务的提供商有五种类型的：LP-运营商公司，LP-保税仓营办商，LP-货运代理及代理公司，LP-优化运输服务，和LP-软件处理程序。这些公司也可以分为两类，同时铭记另一个原则：资产型企业及非资产型企业，在其活动中都使用外包。资产型企业拥有或通过租赁合同取得的交通工具，仓库等。非资产型企业与其他公司缔结的合同，呈现在实物分配领域的全部或部分服务。提供信息服务的企业，是一个非资产基础的公司，作为中介公司

8、的物流系统的优化，及与其他基于资产的公司的互动合同的基础上的变化。根据Armstrong&Associates 公司(1999)的要求，在仓储领域中的增值服务领域及运输优化的企业收入超过1/3，则属于非资产型物流供应商。除了上述优势，物流外包的运用正在扩大的原因是：- 高品质服务的专业公司;-使用外包，增加灵活性的公司；-协同效应；-没有足够的专业知识在企业的员工中，使用外包；-公司提供物流服务的经验；-战略原因。4.可以通过物流外包的活动在物流方面有许多复杂的活动，可通过外包企业执行。这些措施可能包括：入站的物质流（供应管理），库存管理，及为客户提供常规和特殊包装，运输，交付准时，仓储，信息

9、与软件和硬件的维护。然而，前一个功能将被传递给外包公司，它必须考虑到公司活动的各个方面将受到的影响（如配送成本，供应链的监管，公司的灵活性，客户服务，产品需求的季节性波动或实施一个新产品）。当外包问题是被决定的，许多公司拒绝它，并保持它自身的分配功能，因为公司可以拥有仓库，车库等其他方式，可即使在那些处理的情况下，更重要的问题是开发的成本。除了人员费用，设备和场所的维修费用（如仓库等）。有其他的费用可以是困难的，包括在资产负债表结构中的（不那么重要）。这些费用都是交通管理的成本，安全成本，使用的交通工具的成本，信息服务的成本，税收，行政和人事问题的监管成本，和法律支持的成本。信息化是一个重要方

10、面，在公司的物流活动中和物流链控制的基本来源中。有一种观点认为企业的物流外包会导致物流链失去控制。然而许多第三方物流提供商，在仓储和运输过程中运用新的测试技术，来链接到一个统一的信息流。如今的市场条件正在迅速变化，这些公司，希望有竞争力，需要从他们的附属机构及公司，来根据合同外包快速反应。买方的要求越来越高及了解的知识越来越多，所以他/她选择的是比以往任何时候都更广泛。外包组织在没有吸引永久性的助手的情况下，它有可能迅速扩大现有的市场机会。它也可以利用其网络运营商的优势，以扩大运输上的选择。在一家公司的情况可能会有所不同，从利润上的生存角度看，在于按照它在何种程度上满足客户的期望。可以预计，该

11、组织内部各部门查明情况比外包公司更迅速和更敏锐。然而，服务机构提供服务是生存的手段，因而他们的成功是直接与客户公司的成功。当一个外部的物流合作伙伴选择应该有兴趣讨论的不仅是自身的需要，也是它的用户组织的客户的需求。物流组织已制定物流活动关键参数的设置标准。专业供应商可以实施多项计划，以维护和改善其服务质量。它们通常包括在其合同中的性能指标。当他们超越客户的期望，他们提供参与利润分配的基础上，讨论的协议，他们未能完成设置任务时，他们愿意支付罚款和没收财产。许多运营商根据季节的波动性设定了其产品的范围。这些季节上的波动影响了配送和运输量。维护自身的资产也是一个产生多余成本的先决条件。因此，仓储和运

12、输服务外包是相当于一个适当的替代自己的车库和仓库的场所。当一家公司推出市场上的新产品，这通常会导致其在物流链中的改变。此外，产品的商品化，表明两个选择-产品可能在市场上通行成功也可能不会。外部组织可以有效地提升分配以削减成本，维修场所（例如仓库），基本设备（汽车）、人力资源（人员）。原稿：AbstractThe logistics approach suggests integration of separate units in the delivery supply chain into a unified system of direct management of material a

13、nd information flows targeting the accomplishment of the desired result with a minimum loss of time and resources.The implementation of an up-to-date logistics management in companies provides more effectiveness. This means to use outsourcing. Logistics outsourcing brings to the reduction of stocks,

14、 order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibility, lowering the cost of production, accelerated capital turnover. This guarantees lower production costs and better quality of deliveries, which is a decisive competitive advantage. The application

15、of logistics outsourcing helps the rational allocation of resources to those types of business, which are worth competing and where the company has distinctive advantages.So this work debates the application of logistics outsourcing as a means for ensuring competitive advantages for an organization.

16、Keywords: outsourcing, logistics, provider1. IntroductionThe competitive advantages, connected with the growth of globalization and innovations, begin to lose gradually their originality, and new competitive advantages come up in front-flexibility, order-to-delivery lead-time reductions, reliable an

17、d quality deliveries, and choice opportunities. The ability of manufacturers to join the individual consumer preferences together with their production process and system of planning will be a decisive factor in the field of competition. The solution of the problem with individual client orders is p

18、ossible only by setting up of a flexible system of production management.Firstly, it will require the implementation of new and up-to-date concepts of production management like CFM (Customer Focused Manufacturing), SCM (Supply Chain Management) and technologies, based on the same concepts as ERP (E

19、nterprise Resource Planning), CRM (Customer Relationship Management), etc. It will also require supply handling, synchronized with production and effective distribution based on the interaction of logistics intermediaries.Secondly, it is necessary to optimize the transportation system both at a micr

20、o- and macro-level. The complex development of transport infrastructure is based on the standardization of goods and freight, means of transportation, mechanisms of handling cargo, delivery speed, widening of road and railway networks, improvement of service maintenance.Thirdly, the information exch

21、ange plays an increasing part. Industrial companies have to interact in the field of information so that information can be accessed in the right form, at the right time, by the right authorities and in authentic type, protected from unauthorized use.The aim of the paper is to examine the applicatio

22、n of logistics outsourcing as a means of assuring a competitive advantage for an organization.2. Contemporary logistics management and outsourcingThe aim of logistics process is formulated by the basic rule of logistics the 7R principle: the right product with the right quality in the right quantity

23、 has to be delivered at the right time and right place to the right customer at the right cost. Disregarding of even one of the above conditions may lead to a loss of customers and, thus, to a decrease of the companys competitive advantages and reduction of its market share.The logistics approach, u

24、nlike the traditional one, suggests integration (technical, technological, information and economic) of separate units in the delivery supply chain into a unified system of direct management of material and information flows targeting the accomplishment of the desired result with a minimum loss of t

25、ime and resources.The implementation of an up-to-date logistics management in companies provides reduction of stocks, high predisposition of merchandise towards deliveries, order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibility, lowering the cost of pr

26、oduction, accelerated capital turnover. This guarantees lower production costs and better quality of deliveries, which is a decisive competitive advantage.Besides lowering the operative costs, together with the logistics ones, one of the basic directions of the organization strategy is concentrated

27、on priority types of business and operations. This helps the rational allocation of resources to those types of business, which are worth competing and where the company has distinctive advantages (technology, know-how, special equipment, and trained personnel). This approach can be defined as “core

28、 competence”.The universal practice therefore is to use “outsourcing” more and more widely.The term “outsourcing” suggests contraction or decline of ones own business process, usually that, which is not the core one (not the profiling one) and/or that, which is not profitable for the company and pas

29、sing it to a company, which specializes in this field.The main advantage in the use of outsourcing is that it lets the organization focus on its basic activity.Organizations can actually pass to outsourcing each of their functions or activities ranging from human resources management to logistics, i

30、nformation maintenance, payroll processing and even production itself.3. Types of logistics providersIt is assumed that the outsourcing of logistics services (3PLs Logistics Outsourcing) is defined as an activity which passes a part or all of the logistics functions, basically from the non-productio

31、n character, to external logistics organizations third-party logistics providers. Logistics providers (LP) can be further called Logistics Service Providers or 3PL providers (LSPs, 3PLs, TPLs). They are trade organizations, which provide services in the fields of logistics, execution of separate ope

32、rations or complex logistics functions (warehoused stock, transportation, order management, physical distribution, etc.) and accomplishment of integrated management of logistics chains of the client-organization.Companies may leave under the control of an external partner all logistics operations, i

33、ncluding consulting, execution of the necessary surveys, and implementation of information systems. These companies frequently possess rich experience in logistics management, have at their disposal qualified personnel and developed infrastructure (terminal or terminal network, car pool, often even

34、international transport agents).3PL providers are predominantly daughter companies, which separate from their headquarters (a freight forwarder, a company providing warehouse services, etc.) in order to satisfy the growing consumer needs and to offer them a wider range of services.There are five typ

35、es of 3PL providers: LP carrier-companies, LP warehouse operators, LP freight forwarding & broker companies, LP optimizing transportation services, and LP software processing programs.These companies may also be divided into two categories, bearing in mind another principle: asset-based companies an

36、d non-asset based companies, using outsourcing in their activities.Asset-based companies possess or obtain through lease contracts means of transportation, warehouses, etc. Non-asset based companies conclude contracts with other firms, rendering all or part of the services in the field of physical d

37、istribution. Firms providing information services are a variation of non-asset based companies which act as intermediaries in the optimization of companys logistics systems and interact with other asset-based companies on a contract basis.According to the requirements of Armstrong&Associates (1999),

38、 over 1/3 of the revenue belongs to non-asset based logistics providers, employed in the sphere of rendering value-added services in the field of warehousing and to the companies optimizing transportation.In addition to the above mentioned general advantages, the use of logistics outsourcing is bein

39、g extended because of:- High quality servicing by the specialized company;- Growing flexibility of the company, using outsourcing;- Synergic effect;- Insufficient expertise among employees in the company, using outsourcing;- Experience in companies, providing logistics services;- Strategic reasons.4

40、. Activities that can be passed to logistics outsourcingIn logistics there is a multitude of complex activities, which can be passed for execution to outsourcing companies. These might include: management of inbound material flow (supply management), inventory management, and management of procedure

41、s for receiving and handling of customer offers, conventional and special packaging, transportation, JIT (just-in-time) deliveries, warehousing, information and software and hardware maintenance. Yet before a function will be passed to outsourcing company it has to be considered which aspects of the

42、 company activity will be influenced (e.g. distribution costs, supervision of the supply chain, company flexibility, customer service, seasonal fluctuations in product demand and/or implementing a new product).When the issue of outsourcing is being decided, many companies reject it and maintain the

43、distribution function on its own, because companies could possess warehouses, car pool, etc. This way or the other, the possibility of using outsourcing may be treated even in those cases, because the issue of exploitation costs is more important.Besides personnel costs and costs for maintenance of

44、equipment and premises (e.g. warehouses, etc.) there are other costs that can be difficult to include in the structure of the balance sheet (which are not less important). These are costs for transportation management, security costs, and costs for using means of transportation, information service

45、costs, taxes, costs for regulation of administrative and personnel issues, and legal support.Information is an important aspect in the companys logistics activity and a basic source of control in the logistics chain.There is an opinion that the outsourcing of companys logistics will lead to loss of

46、control over the logistics chain. Yet many 3PL providers possess new, tested technologies, with the help of which, the processes of warehousing and transportation can be linked into a unified information flow.Today the market conditions are changing rapidly and those companies, wishing to be competi

47、tive, require quick reactions both from their subsidiaries and the companies, which are under contract for outsourcing.The buyer is becoming more demanding and knowledgeable nowadays and his/her choice is wider than ever. The outsourcing organization has the possibility to quickly expand the existin

48、g market opportunities without attracting permanent assistants. It can also take advantage of its network of carriers, in order to expand the options for transportation.The situation in a company may vary from survival to profit in accordance with the extent to which it satisfies customer expectatio

49、ns. It can be expected that the internal departments of the organization identify the situation more quickly and more acutely than the outsourcing company.Yet for the servicing organizations to render services is a means for survival, hence their success is directly linked with the success of the cl

50、ient-company.When an external logistics partner is being chosen it should be interested in discussing not only its own needs, but also the needs of the customers of its user organization. The logistics organization has to set standards for key parameters of its activity. Professional providers may i

51、mplement a number of programs in order to maintain and improve the quality of their services. They usually include performance metrics in their contracts. When they surpass their customers expectations they offer to discuss agreements on the basis of the participation in the division of profit, and

52、when they fail to complete the set assignment they are ready to pay fines and forfeiture.Many carriers of goods maintain a range of products, characterized by the significant seasonal fluctuations in demand. These fluctuations influence distribution and transportation volumes. The maintenance of own

53、 assets is also a prerequisite for generating excess costs. Outsourcing of warehousing and transportation services therefore is an adequate alternative to own car pool and warehouse premises.When a company introduces a new product on the market this usually causes alterations in the logistics chain.

54、 Furthermore, commercialization of the product suggests two alternatives the product may succeed in prevailing on the market or it may not. The external organization can improve significantly the effectiveness of distribution by cutting the costs for maintenance of premises (e.g. warehouses), basic equipment (cars) and human resources (personnel).