物流配送外文文献及翻译

1. INTRODUCTION

Logistics 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. 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 wo rld’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 Overview

2.1 The United States of modern logistics development

Twenty-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 development

On 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 logistics

Countries 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 countries

Relying 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 business

3.1 The current situation of China's 3PL

China'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 advantages

From 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 be achieved, 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 cost

Wal-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 is new 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 a stable and lasting.

5 The third party logistics enterprise strategic choice

Summarized 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 Strategy

Since 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 and fast 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 alliance

Third-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 strategy

Rapid 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. "

1 导言

物流通常被认为是将恰当的产品以最低的成本，在恰当的时间送达恰当的地点。面对环境的迅速变化，技术的改革创新，政府继续放松管制，产品生命周期的缩短，传统的制造商-零售商关系上产品线的转移和扩散。许多组织不得不重新考虑他们传统的假设。

在过去的十年里，管理思想中最重要的变化就是强调寻求能为企业提供优越竞争价值的战略。它主张在供应链中物流及其整合的重要性。物流管理在协助组织获得成本/生产能力优势和价值优势上有很大的潜力。

中国是一个巨大的消费市场，在过去三年里，它的经济增长占了全球增长的三分之一。在世界其它地区里，中国经济发展速度和发展潜力都不容忽略。中国内部和外部的经济成分，使得大部分全球消费品牌在中国建立了业务。特别是在汽车行业中，许多全球领先的OEMs厂商与国内地区汽车制造厂商建立了合作伙伴关系，包括本田、丰田、通用汽车、大众和福特等。2003年7月到现在，中国汽车销售增长了78%。据预测，到2011年中国的汽车销售将超过日本，成为世界第二大汽车市场。为了完成在中国的市场份额和满足日益增长的汽车消费需求，这些业务正在以惊人的速度不断的扩大其产量。然而，这种扩大的进行得在前面所提的环境背景下进行。

中国跨度很大的地理区域，很多地区的物流基础设施相对落后，这给高效部署的物流战略带来很大的挑战。更进一步的说，在中国第三方物流提供商的参与是一个迫切的需要，并且被大部分全球原始设备制造商所喜欢着。最后，合资伙伴之间的关系不可避免出现利益的冲突，导致延误引进西方原始设备制造商的物流经验和方法。所有这些因素都使得中国本地汽车制造商的物流管理越来越困难。

2 国外配送发展整体概况

2.1 美国现代物流配送状况

从20世纪的发展60年代起，货物配送的合理化在美国普遍得到重视，采取以下措施:一是将老式的仓库改为配送中心；二是引进电脑管理网络，对装卸、搬运、保管实行标准化操作，提高作业效率；三是连锁店共同组建配送中心，促进连锁店效益的增长。美国连锁店的配送中心有多种，主要有批发型、零售型和仓储型三种类型。

2.2 日本现代物流配送的发展状况

日本的物流配送具有以下特点:分销渠道发达，频繁、小批量进货，物流配送体现出共同化、棍载化的趋势，合作型物流配送，政府规划在现代物流配送发展过程中具有重要作用。

2.3 欧洲现代物流配送的发展状况

在欧洲诸国，尤其是德国，物流配送是指按照用户的订货要求，在物流据点进行分货、配货以后，将配好的货物送交收货人的活动。德国的物流配送产业基本形成了商品从产地到集散中心，从集散中心(有时通过不止一个集散中心)到达最终客户的现代模式。走遍德国，可以说德国的物流配送已经形成了以最终需求为导向，以现代化交通和高科技信息网络为桥梁，以合理分布的配送中心为枢纽的完备的运行系统。

2.4 发达国家物流配送业发展较快的主要原因

以高科技为依托，以规模效益为核心，以灵活多样的形式为基础。

3 我国第三方物流企业面临的主要经营障碍

3.1 我国第三方物流的行业现状

我国第三方物流业的产业环境:服务半径小，进人壁垒较低。随着物流热的逐渐升温，城市物流配送业也日益得到了重视和发展.然而由于我国历史原因，长期以来形成了重生产、轻流通，重商流、轻物流的思想，配送的发展在现阶段还不成熟，存在的问题也较多，突出表现在以下两个方面:配送的服务核心作用难以发挥，配送操作过程的现代化程度低。

我国配送公司与国外配送公司的差距主要存在于三个方面:一是采购能力，二是物流配送，三是资金周转。物流配送方面，国外做得非常完善，有一整套高效的信息化物流配送系统，这能有效地提高存货周转率，从而提升资产收益率和利润率。而国内在这方面刚刚起步，或还没有起步。

3.2 配送中心总体配送比率较低，商业连锁优势未能充分发挥

从我国现有商业零售企业来看，除了一些中大型、知名的商业企业以外，一般的商业“连锁”企业大都没有建立自己的物流配送中心或利用第三方物流中心。这些企业虽然也建立一些自己的“连锁”分店，但实际上商店经营的商品并没有做到“统一采购、统一配送、统一结算”，这使得部分商业零售企业的“连锁经营”显得有名无

实。而在其他已经建立自己的物流配送中心或利用第三方物流中心实现商品配送的商业企业中，配送中心的效用也未能得到有效发挥，这进而影响到了连锁企业综合采购成本优势的发挥，其中突出表现就是商品由配送中心进行统一配送的比率非常低。物流中心不能实现统一配送，这说明商业企业各门店的“统一采购”没有实现，而不统一采购就失去了连锁经营的核心优势。

3.3 中国大部分企业面临的主要经营障碍是物流成本过高

例如，沃尔玛85%的商品是通过配送中心配送的，其中的80%是通过“零库存”的越库配送形式完成的。由于沃尔玛采用了“越库配送”和“自动补货”的供应链技术，使商品的在库周转期降低到2天.而我国零售企业大都在15-30天，这反映了我国零售、分销企业整体物流体系欠发达，流通成本太高。中国零售企业快速扩张的规模和速度如果不能在短期内形成质的优势就是一种危险的投机。

多年来的实践证明，把物流配送中心建成多功能、集约化、低成本的供货枢纽，以及运用信息技术来重组和提升全程流通供应链管理，是大型零售企业的核心战略，也是支撑零售巨头超常规发展的重要条件。面对大型零售、分销企业物流配送中心的主需求计划，集中体现为如何以信息流整合商流、物流、资金流，使零售企业的物流运作扩展为整个企业供应链节点的协同作业，并使正反向的整个商品物流成本最小化(包括消费者、门店、物流配送中心、总部、供应商及合作伙伴)，并及时响应销售需求和适时补货。这也是大型跨区域、多业态、连锁零售企业最具有核心竞争优势的能力。

3.4 缺乏现代化物流知识和专业物流管理人才。

这一点是目前制约中国第三方物流业发展的最主要的瓶颈之一。物流知识，尤其是现代综合的第三方物流知识远未得到普及，只是知道它的主要的业务领域是提供运输和仓储服务，而不知道它是对这些传统业务的新的整合，其业务领域也远过单纯的运输和仓储而成为连接原料、半成品供应、生产过程中物料流动、成品配送的全过程的服务，成为涵盖商流、实物流、资金流、信息流等于系统的综合体系。

4、增强配送企业的核心竞争力，实施一体化管理

“一体化管理”的英语原文是Integrated SupplyProcess，是指企业将生产、办公、生活等方面的某一非核心业务领域的运作和管理集成为一个整体，作为一个以

管理业务为主的外包项目，由专门的“一体化管理”供应商来提供该项目的全方位服务。“一体化管理”不是简单地将有关管理业务拼凑在一起，而是以提高管理效率、降低管理成本为核心，结合先进的信息与网络技术将这些管理功能有机地集成为一体。与一般外包服务相比，一体化管理主要有以下特点:

(1)不是某一项业务，而是一个完整的业务领域的外包，是从运作到管理一体化的外包；

(2)外包的核心不是某一项运作，而是某一业务领域全面的管理。作为负责整个业务领域的第一级供应商，其主要工作是运用其独有的知识资源进行全面的管理，具体的运作则是由它所管理的二级、三级供应商执行，从而在管理职能外包的基础上实现具体运作的外包；

(3)对于最重要的第一级供应商，在固定服务报酬以外，其增加收益的唯一途径是为用户节约尽可能多的成本，从而共同分享成本节约的收益，而不象一般外包供应商那样，主要通过增加营业额，也就是增加用户的支出来增加自己的收益。“双底”原则使得双方的合作能够稳定、持久。

5、第三方物流企业的战略选择

归纳国外几种最新的物流理论，并结合当前国外第三方物流发展实践，第三方物流企业的战略选择可以有以下三种：

(1)精益物流战略

由于物流理论和实践的滞后，我国大部分第三方物流企业还是粗放式经营，还不能准确定位自己的物流服务。如果不尽快扭转这一局面，将对我国第三方物流业的发展产生制约作用。精益物流理论的产生，为我国的第三方物流企业提供了一种新的发展思路，为这些企业在新经济中生存和发展提供了机遇。精益物流起源于精益制造的概念。它产生于日本丰田汽车公司在上世纪70年代所独创的“丰田生产系统”，后经美国麻省理工学院教授研究和总结，正式发表在1990年出版的《改变世界的机器)一书中。精益思想是指运用多种现代管理方法和手段，以社会需求为依据，以充分发挥人的作用为根本，有效配置和合理使用企业资源，最大限度地为企业谋求经济效益的一种新型的经营管理理念。精益物流则是精益思想在物流管理中的应用，是物流发展中的必然反映。所谓精益物流是指：通过消除生产和供应过程中的非增值的浪费，以

减少备货时间，提高客户满意度。精益物流的目标在于根据顾客需求，提供顾客满意的物流服务，同时追求把提供物流服务过程中的浪费和延迟降至最低程度，不断提高物流服务过程的增值效益。精益物流系统的特点在于它是高质量、低成本、不断完善、由顾客需求拉动型的物流系统。它要求树立顾客第一的思想、准时、准确、快速地传递物流和信息流。总之，精益物流作为一种全新的管理思想，势必会对我国的第三方物流企业产生深远的影响，它的出现将改变第三方物流企业的粗放式的管理观念，形成第三方物流企业的核心竞争力。

(2)建立中小型第三方物流企业的价值链联盟

中小型的第三方物流企业由于本身不能独立提供全程一站式物流服务的缺点，同时由于资产规模小、服务地域不宽使中小型第三方物流企业在我国物流业中处于劣势。因此对于中小型第三方物流企业来说，从企业自身资源出发，构造各自的核心竞争力才是关键。由于中小型第三方物流企业功能的单一与不完备，因此建立在各自的核心竞争力基础上构造的物流业务的合作是一种有效弥补企业能力缺陷，构成物流竞争优势的可行方法。价值链是采用系统方法来考察企业所有活动及其相互作用以及分析获得企业竞争优势的各种资源。企业的价值活动分为两大类：基本活动和辅助活动。基本活动是涉及产品的物质创造及销售、转移给买方和售后服务的各种活动。辅助活动是辅助基本活动并通过提供外购收入、技术、人力资源以及各种职能以相互支持。运用价值链理论来分析考察第三方物流企业的价值链构成，可以发现，在辅助活动方面，第三方物流企业与一般企业并没有什么不同，而在基本活动方面第三方物流企业有其特点。第三方物流企业一般不存在商品生产过程，只有流通环节的再加工过程，不占主要环节，广泛的第三方物流企业的基本作业活动因而变成存储、运输、包装、配送、客户服务及市场等环节。基本作业活动的各环节，由于企业自身资源和能力的有限，不可能在每一个环节中都占有优势，这种在某些价值链环节方面的不足，造成了企业整体物流机能的不完备，缺乏相应的竞争力，使某些具有相对优势的价值链环节也因整体的不足而发挥不出应有的功效。所以物流产业内的中小型第三方物流企业联盟，应该是建立在彼此之间价值链基础上的互补性合作，充分利用专业性物流公司的专业化物流机能和物流代理企业的组织协调的柔性化综合物流能力的互补性。对于中小型第三方物流企业来说，应该从企业价值链的优势环节入手，发掘并形成企业的

核心竞争力，通过价值链的重构来扬长避短。

(3)大型第三方物流企业的虚拟化战略

在IT和互联网飞速发展的时代，企业不能单打独拼，而必须在竞争中求协作，在协作中求发展。因此，产生于现代条件下的现代大型第三方物流的虚拟化发展有很强的必要性。大型第三方物流企业的虚拟化是指物流经营人将他人的资源为己“所有”，通过网络，把他人变成自己物流的一部分，借助他人的力量突破有形界限，延伸、实现自身的各种功能，进而扩展自己的能力，增强自己的实力。所以，物流的虚拟化是以信息技术为连接和协调手段的临时性、动态联盟形式的虚拟物流。现代综合物流的虚拟化，以电子通讯技术为手段，以客户为中心，以机会为基础，以参与成员的核心能力为条件，以协议目标和任务为共同追求，把不同地区、国家的现有资源迅速组合成一种没有围墙，超越空间约束，靠电子网络手段联系，统一指挥的虚拟经营实体，以最快的速度推出高质量、低成本的物流服务。

现代大型第三方物流的虚拟化包括功能、组织、地域三个方面的虚拟化。功能虚拟化是第三方物流企业借助IT技术将分布在不同地点、不同企业内承担不同职能的物流资源(信息、人力、物质等资源)组织起来去完成特定的任务，实现社会资源的优化。组织虚拟化是指物流组织的结构始终是动态调整的，不是固定不变的，而且具有分散化、柔性化、自主管理、扁平的网络结构，自己可根据目标和环境的变化进行再组合，及时反映市场动态。地域虚拟是指第三方物流企业通过互联网络将全球物流资源连接起来，消除障碍和国家壁垒，使生产管理实现“天涯若比邻”