物流管理第三方物流中英文对照外文翻译文献
第三方物流：一个文献综述和研究议程【外文翻译】
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.。
第三方物流外文文献(原文与翻译)
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。
物流的定义在完成商业交易之后,物流将以最低成本和最高效益的方式执行将商品从供应商(卖方)流转到顾客(买方)的过程。
这就是物流的定义。
在物流过程中,既需要诸如物流设施和设备(物流运输工具等)的硬件,也需要对物流实施信息化管理进行物流标准化。
此外,政府和物流组织的支持也不可或缺。
物流的三大主要功能(1)创造时间价值:同种商品因所处时间的不同而有着不同的价值。
在商品流转过程中,往往会处于某种停滞的状态,物流的专业术语就称之为储存。
储存创造了商品的时间价值。
(2)创造场所价值: 同种商品因所处位置的不同而有着不同的价值。
这种因商品流转过程中而产生的附加增值称之为物流的场所价值。
(3) 同配送加工价值:有时,物流活动也能创造配送加工价值,这种物流加工主要改变商品的长度、厚度和包装形态。
物流中经常提到的“分割成更小的部分”就是配送加工中最为常见的形式。
大多数物流加工都能创造商品的附加价值。
2.物流作为新兴的商务领域,经历了从传统物流向现代物流发展的两个阶段。
第三方物流与逆向物流 毕业论文外文资料翻译
3PL primer for business success and Reverse LogisticsWhat is 3PL?More and more organizations worldwide want to develop products for global markets. At the same time , they need to source materials globally to be competitive. One of today ’ s trends to s olve this problem 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 aspects than companies-manufacturers,retailer, wholesalers, and distributors-are turning over parts of their supply chain to firms that have their roots as commodity service providers. Firms that know ocean shipping, forwarding, warehousing, or trucking are now handling and, in some cases, managing broad domestic and international logistics activities.。
物流配送外文文献及翻译
1、 INTRODUCTIONLogistics is normally considered as nothing more than getting the right product to theright 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 wasthe 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 botha 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 growthover the past three years、 Its development speed and potential cannot be ignored by the restof the world、 As a result of China’s internal and external economic attributes, most of the、 In particular in the automobileglobal consumer brands have established operations thereindustry, many of the leading global OEMs including Honda, Toyota, General Motors, Volkswagen 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,、 InChina is expected to surpass Japan to become the wor ld’s second largest auto marketorder 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 globalOEMs, is an emergent consideration in China、 Finally, the conflicts that inevitably arise inthe joint venture partnerships lead to delays in the introduction of western logistics management e xperiences and methods from the OEMs、All these factors increase the、difficulties in managing logistics by China’s local auto makers2、 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 goodsin 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, r etail 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 inthe 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-techinformation 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 started3、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,"、 The which allows some commercial retail enterprises, "chain" seems to exist in name onlyother 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 notbe achieved, indicating the store's commercial enterprises "unified purchase" did not、materialize, rather than a unified procurement chain has lost the core strengths3、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 o f 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 t o sales demand and timely replenishment、This is also a large-scalecross-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 systemof 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 t o 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 themanagement 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 thefixed 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 choiceSummarized the latest of several foreign logistics theory and the development ofthird-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、 Itis 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 ofLean 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 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、 Value analysis of all activities and their access to the resources of competitive advantageof 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 assistthe 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 logisticsenterprise 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, d oes 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 ameans 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 environmentre-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就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。
(完整word版)物流外文文献翻译
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。
外文翻译---物流使用第三方服务
The use of third party logistics servicesM.S. Sohail , A.S. SohalWith the globalisation of businesses and the consequent competitive pressures, there has been an increasing dependence on the ability of organisations to deliver customer-adapted products all over the world quickly and on time. This has placed a number of demands on the logistics system and has become a rapidly developing area of investigation. In fact, it has been referred to as the last frontier for the development of strategic competitive advantage (Hum, 2000). To gain a competitive advantage, many organisations are seeking to manage their logistics operations strategically, but realise that they lack the core competencies and are increasingly seeking to outsource their logistics activities (Hum,2000). Apart from this, another important development that is making an impact on the organisations is the increased emphasis on time-based competition (Bhatnagar et al., 1999). Broadly, time-based competition refers to the speed with which products can be manufactured, delivered to the market and serviced.Much has been written in recent years about outsourcing logistics activities. There have been various terms used to describe this phenomenon such as logistics alliance (Bowersox, 1990), operational alliances in logistics (Laarhoven and Graham, 1994), contract logistics (Kearney, 1995), contract distribution (Wilson and Fathers, 1989) and third party logistics (Lieb and Randall, 1996). However, third party logistics (3PL) has been the term more widely used in recent times. Given the growing importance of logistics outsourcing, the extent of its usage has been widely examined in the USA (Lieb and Randall, 1996). Sheffi (1990) describes how the 3PL industry in the US has developed, and mentions several economic, regulatory and technological trends drivingthe development. Virum (1993) discusses 3PL development in Europe based on case studies of three Dutch and two Swedish providers. Other studies in the European context have also been undertaken (Lieb et al.,1993).An examination of the usage of 3PL services by large Australian firms (Dapiran et al.,1996) revealed that a number of operating units at many of the largest Australian firms were utilising the services of contract logistics providers. Some studies have outlined the linkage between manufacturing firms and 3PL services providers in Hong Kong, Southern China, Japan and South Korea (Millen and Sohal, 1996). In the South East Asian region, it was reported that Singapore-based firms are generally satisfied with the services of 3PL service providers.With the advent of multi-modal logistics in Malaysia, service providers have been focusing on establishing linkages and forming an entire logistics chain. Another trend noticeable in the 3PL industry in Malaysia is that most of the players specialise in the field as freight forwarding, container haulage, warehouse operation or conventional truckers and operate with minimal linkage to the other components in the logistics chain (New Strait Times, 1998). The current crop of 39 players in the industry are limited in size and operating capacity with duplication of services offered being considered as too many in the industry. Companies have been merging into larger entities to take advantage of the economies of scale and extend market coverage, as the value of a logistic company invariably lies in the market coverage of its network. However, to our knowledge, we have not found any comprehensive studies reported in the literature focusing on the extent of 3PL by firms in Malaysia. This study aims to fill this gap.Results reported in this study indicate that a number of operating units at many of the Malaysian firms are utilising the services of contract logistics providers, and have been doing so for several years. Many ofthese organisations employ the services of more than one contract logistics firm to provide a wide variety of services.Furthermore, many non-users are interested in this approach as evidenced by the 30% who are exploring the idea.Those operating units utilising contract logistics services providers have substantial experience with this practice as evidenced by about 45% having done so for more than 5 years. The decision to utilise contract logistics firms is almost as likely to originate at the corporate, divisional or local level. However, wherever the idea originates, managers from other functional areas will usually be involved in the decision to outsource. The level of commitment to the utilisation of contract logistics providers has been very encouraging with about 75% of the firms responding to this survey characterising their commitment as moderate to extensive. Additional evidence of this high level of commitment is provided by one-half of the firms allocating up to 40% of their total logistics budget to contract providers. In almost all cases,senior logistics executives view the use of contract firms as having had a positive impact on logistics costs, logistics systems performance, customer satisfaction, and employee morale. Based on these results, more than 80% of the managers would at least moderately expand their companies’ use of contract logistics firms.To those logistics executives considering outsourcing,this very positive feedback should be reassuring. The number of experienced organisations provides an important source of information about how to proceed and what to expect. Consideration of the use of contract logistics services providers will bring logistics managers in contact with colleagues in finance, marketing, manufacturing, and other areas, potentially expanding the logistics influence throughout the organisation. This should improve the scope of the analysis, as well as subsequently facilitating implementation.The experience of the firms in this study also provides insights as how to plan for implementation; for example,the need to educate the 3PL services provider about the firm’s requirements. Programmes to place redundant employees must also be developed.The survey also contains useful information for the providers of contract logistics services. The most important means for establishing contact with potential customers are through sales calls by representatives ofthe contract firms and discussions with other logistics professionals. Significant resources spent on other approaches should be questioned, based on the results from this survey. In addition, while users are quite satisfied with their experiences to date, few envision contract providers as a means to enter new markets, develop new customers or expand their current offerings. Those contract logistics firms able to offer opportunities of such a nature may find their markets growing rapidly.The above analysis of the experience of Malaysian firms in their usage of contract logistics services indicates that the market for 3PL services in Malaysia has a good potential for further development. While there is still a percentage of firms which have not outsourced their logistics functions, we believe that the vision of developing Malaysia into a logistics hub in the region will further enhance the use of the contract logistics services in the years to come.This study provides 3PL services providers who are considering South East Asia as a potential market, a comprehensive analysis of the current situation in Malaysia.Technovation 23 (2003) 401–408物流使用第三方服务质谱苏海尔 , 索哈尔随着企业全球化和随之而来的竞争压力，出现了以提供越来越依赖于组织能力的客户，产品适应世界各地的迅速和及时。
the Third Party Logistics
)Unit 8 the Third Party LogisticsText 1 the Nature of the Third Party LogisticsDialogue 1 Searching the 3PL CompaniesText 2 3PL in ChinaDialogue 2 Evaluating 3PL CompaniesText 1 the Nature of the Third Party Logistics【Para 1】What is the Third Party Logistics (什么是第三方物流)The most accepted definition of the third party logistics is from the Council of Supply Chain Management Professionals (CSCMP) in American. It defines the term as outsourcing all or much of a company's logistics operations to a specialized company. A third Party Logistics (3PL) provider is a firm which provides multiple logistics services for use by customers.Text 1 the Nature of the Third Party LogisticsThese 3PL firms facilitate the movement of parts and materials from suppliers to manufacturers, and finished products from manufacturers to distributors and retailers. Among the services which they provide are transportation, warehousing, cross-docking, inventory management, packaging, and freight forwarding. So we can see 3PL has the following features at present:Text 1 the Nature of the Third Party LogisticsIntegrated (or multi-modal) logistics service providerLogistics' consulting service providerText 1 the Nature of the Third Party Logistics【Para 2】Integrated Logistics Service Provider(提供物流整合)A 3PL provider is regarded as an integrated logistics service provider. Preferably, these services are integrated, or "bundled" together by the provider. Even IT-related activities, which control goods flow such as order processing and inventory management, are also included in the function of the 3PL provider. However, the 3PL provider needs not provide all the services solely, and it can outsource some activities to sub-contractors.Text 1 the Nature of the Third Party Logistics【Para 3】Logistics' consulting Service Provider(提供物流咨询)Offering consulting services to the firms is an important feature of the 3PL. Many third-party logistics companies have been found to offer services such as logistics information systems, shipment consolidation, warehouse management, carrier selection, rate negotiations, product returns, order fulfillment, and purchasing, etc. In the meantime, the 3PL provider may provide advice and answer customers' requirements concerned with these services.Text 1 the Nature of the Third Party Logistics【Para 4】Advantages of 3PL(第三方物流的优势)One of advantages 3PL users generally agree is that it costs less to use contract logistics firms than to carry out the same functions in-house. Logistics being their core business, 3PL firms can lower costs resulting from economies of scale and economies of scope. Likewise, by outsourcing logistics activities, firms can save on capital investments, and thus reduce financial risks. Another advantage of using 3PL is that it enables users to gain competitive advantage, adding measurable value to products, enhancing customer service and assisting in opening new markets.Text 1 the Nature of the Third Party LogisticsUse of contract logistics enables firms to spend more time pursuing strategic planning andmanagement issues, and focus on their core business, rather than on logistics. The third advantage of using 3PL is that they can provide their clients with expertise and experience that otherwise would be difficult to acquire, or costly to have in-house. Their expertise gained from working with other clients allows users to lower costs and improve customer service.Text 1 the Nature of the Third Party Logistics【Para 5】Disadvantages of 3PL(第三方物流的劣势)Although there are several advantages of using 3PL, some disadvantages also exist. One of them is that firms will lose control over the logistics function, and it may be critical to some firms. Another concern is that there will be more distance from clients, and it is not beneficial to building a close customer relationship. The most uncertain factor is that problem may rise in cooperation with the third party companies, and that may lead to many difficulties.Text 1 the Nature of the Third Party LogisticsNew Words and Phrasescouncil n. 委员会multiple adj. 多样的facilitate v. 帮助,推动integrated adj. 综合的consulting adj. 咨询的solely adv. 独自地, 单独地enhance v. 提高,增强Text 1 the Nature of the Third Party Logisticspursue v. 追求,从事expertise n. 专门知识otherwise adj. 另外的sub-contractors 分包商core business 核心业务economies of scale 规模经济competitive advantage 竞争优势Text 1 the Nature of the Third Party LogisticsNotes1.The most accepted definition of the third party logistics is from the Council of Supply Chain Management Professionals (CSCMP) in American.最广为接受的第三方物流的定义来自美国供应链管理专业协会.Text 1 the Nature of the Third Party Logistics2.These firms facilitate the movement of parts and materials from suppliers to manufacturers, and finished products from manufacturers to distributors and retailers.这些企业帮助将零部件和原材料从供应商交付生产者,将制成品由生产者交付分销或零售商. Text 1 the Nature of the Third Party Logistics3.Second, offering consulting services to the firms is an important feature of the 3PL.其次,向企业提供咨询服务也是第三方物流企业一个重要的特点.4.Logistics being their core business, 3PL firms can lower costs resulting from economies of scale and economies of scope.物流是3PL的核心业务,他们可以通过规模经济以及区域经济来降低成本.Text 1 the Nature of the Third Party Logisticse of contract logistics enables firms to spend more time pursuing strategic planning and management issues, and focus on their core business, rather than on logistics.使用合同物流使企业可以有更多的时间来进行战略策划,从事管理事务,以及集中精力于核心业务而不是物流.Text 1 the Nature of the Third Party Logistics6.The third advantage of using 3PL is that they can provide their clients with expertise and experience that otherwise would be difficult to acquire, or costly to have in-house.第三个优势是他们可以提供给客户专门的知识和经验,而客户如果想通过另外的方式来获得这些是非常困难的,自己去做成本又很高.Text 1 the Nature of the Third Party Logistics7.Another concern is that there will be more distance from clients, and it is not beneficial to building a close customer relationship.另外一个担心是疏远客户,这对建立紧密的客户关系是不利的.Text 1 the Nature of the Third Party LogisticsExercisesⅠPair work:talking face to face, and think it over, discuss the following questions.1.What is the 3PL2.What services does the 3PL company often provide3.How do you integrate the logistics activitiesText 1 the Nature of the Third Party Logistics4.What is the advantage of 3PL5.What is the disadvantage of 3PL6.How do you use the advantage of 3PLText 1 the Nature of the Third Party LogisticsⅡComprehension: True/False/Not Mentioned.1.The third party logistics provider is a company which provides transportation service only.2.It costs less to use contract logistics firms than to carry out the same functions in-house.3.The third party logistics company usually offers consulting service to the firms.4.The expertise and experience provided by 3PL companies are useful to their clients.Text 1 the Nature of the Third Party Logistics5.The 3PL providers must accomplish all the provided services by themselves.6.By outsourcing logistics activities, firms can save on capital investments.7.The use of 3PL is not helpful to building a close customer relationship.8.Problems will certainly rise in cooperation with the 3PL companies.Text 1 the Nature of the Third Party LogisticsⅢFill in the blanks with the following words in the box.1.The Internet has been used to _______ the flow of information between 3PL companies and their clients.facilitate define outsource multiple integratedpursue in-house result from expertiseeconomies of scaleText 1 the Nature of the Third Party Logistics2.Speed and cost are key drivers for our customers seeking to _____ their 3PL logistics activities.3.The ______ and experience from 3PL providers are vital for some companies which are notfamiliar with the international regulations.4.The 3PL companies can achieve substantial cost saving due to ___________.5.A 3PL companies usually can provide ________ logistics services for their clients.Text 1 the Nature of the Third Party Logistics6.Manufacturers usually face decisions whether to make the product ________ or not.7.Clients generally hope that 3PL suppliers can provide _________ services.8.Sometimes it is difficult to ________ a term in a few words since it usually has too many things.9.Cost reduction __________ outsourcing is not so obvious, and it varies from industry to industry. Text 1 the Nature of the Third Party Logistics10.Cost saving is one of the important goals for managers to __________.Text 1 the Nature of the Third Party LogisticsⅣTranslate the following sentences into Chinese.1.The third part logistics industry has entered a period of rapid expansion and transformation.2.We can increase your profits with our expertise in logistics management.3.We will keep you up to date on both domestic and international shipping requirements.Text 1 the Nature of the Third Party Logistics4.Third-party logistics providers are commonly classified into the asset-based and the non-asset-based companies.5.Sometimes the lowest cost is not necessarily the best choice.Text 1 the Nature of the Third Party LogisticsⅤTranslate the following sentences into English.1.我们的目标是帮助你公司实现顾客满意并提高利润.2.合作在第三方物流的应用中非常重要.3.进行成本比较时,机会成本也需要考虑在内.4.第三方物流有其优点,但并非适合所有的公司.Text 1 the Nature of the Third Party Logistics5.理解第三方物流的本质对是否使用第三方物流有重要意义.Dialogue 1 Searching the 3PL Companies(Mr. Wang, the logistics officer in a factory, is talking with Miss Zhang, the customer service representative in an international logistics company.)Zhang:Hello, what can I do for youWang:Hello. Our company is growing fast in recent years. So we need a logistics company helping us distribute goods to many countries.Dialogue 1 Searching the 3PL CompaniesZhang:Well, that is just our strength. Our company provides comprehensive international logistics services.Wang:Can you introduce your company in briefZhang: Sure. Our company is one of the leading logistics companies in the world, and our global network can help you manage your goods efficiently.Dialogue 1 Searching the 3PL CompaniesWang:What are specific features of your serviceZhang:Ok. Our shipping service runs 7 days a week, and it is more time guaranteed than any other company.Wang:How about your tracking service Our customers sometimes want to know exactly when thegoods can reach their warehouse.Zhang: That's quite simple. You may track your goods anywhere in the world just on our website. Dialogue 1 Searching the 3PL CompaniesWang:Since our business is expanding, many international rules are new to us.Zhang: We can also provide many value-added services. I think it will be very useful to your company.Wang:What are theyZhang:Such as delivery confirmation, delivers the COD package and collects from the consignee. Dialogue 1 Searching the 3PL CompaniesWang:Great, we often use this kind of method, since lots of customers are new.Zhang:Ok. We also provide informatio。
物流外文文献翻译精选文档
物流外文文献翻译精选文档TTMS system office room 【TTMS16H-TTMS2A-TTMS8Q8-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 percent, the average flow of goods from days to days, stock % 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 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 ofmutual 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 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 toothers, 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 regionalbranches 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 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。
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中英文资料外文翻译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。
同时在辅助分销的服务方面也作出了类似的承诺。
这些方面的限制将在以后3—4年内逐步取消，在此期间，国外的服务供应商可以建立百分之百的全资拥有的分支机构或经营机构，国内物流服务业将直面国际竞争。
(二)资源浪费严重，第三方物流效率不高。
从微观上看，由于受计划经济体制的影响，长期以来许多企业，尤其是国有企业走的是“大而全”、“小而全”的路子，它们拥有自己的仓库、车队、甚至远洋船队，造成物流过程的大量浪费，具体表现为仓库的闲置，物流业经营分散，组织化程度低，横向联合薄弱。
而能够提供一体化、现代化、专业化、准时化、高效服务的第三方物流企业则很少。
从宏观上看第三方物流未能跟上经济发展的步伐形成产业化经营的模式，而仅仅是同交通运输、邮电通讯、商业物资、对外贸易等行业的综合与协作。
(三)缺乏系统性管理，装备标准化程度低。
目前我国大部分第三方物流企业是传统体制下物资流通企业基础上发展起来的，服务内容主要停留在仓储、运输上，缺乏系统性管理，物流的效率低，第三方物流的功能得不到有效发挥。
另外，我国物流部门条块分割，使得物流环节中运输方式与装备标准不统一，流物设施标准不配套，导致第三方物流无效作业的增加，速度降低和成本上升。
(四)第三方物流平台构筑滞后，信息化程度低。
第三方物流配送平台包括实体网络和信息网络，实体网络指物流设施、交通工具、交通枢纽等在地理位置上的合理布局而形成的有形网络；信息网络指第三方物流企业与客户利用信息技术，把各自的信息资源链整合而形成共享的信息资源网络。
我国实体网络的现状是：第三方物流装备水平较低，而且信息网络也缺乏必要的公共物流交流平台。
(五)国内企业的物流管理观念仍然十分落后，极大制约着第三方物流的发展。
例如：有些企业认为库存等信息是商业机密，必须由企业自身来管理，而对将该类企业活动外包出去的管理理念难以接受，往往造成企业自身物流控制管理水平低下，削弱了企业的市场竞争力。
3产生问题的原因分析(一)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。
(二)未能有效利用现代科技手段。
这种现状极大地制约了第三方物流企业的培育，影响了企业综合竞争实力的提高。
中国加入世贸组织，国内第三方物流企业将面临来自国外的强有力的竞争，国内第三方物流业很难提供低成本、高质量、高效率的服务。
(三)受到传统管理体制的制约。
在传统的条块分割的体制安排下，第三方物流的许多活动被割裂至各个不同部门，如交通运输、邮电通讯、对外贸易、国内贸易等，仅运输业就牵涉到铁道部、交通部等若干部门，部门之间缺乏高效协作，致使运输过程中各运输方式的转动环节耗费大量时间和成本，成为物流过程中的“陷阱”。
此外还有海关管理程序、物资采购等方面的一些规定也影响了物流企业综合服务水平的提高和业务领域的拓展，进而制约了第三方物流产业的快速发展。
4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：(一)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。
(二)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。
(三)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”。
原文：China's third-party logistics problems, causes and strategic choiceAbstract: China's logistics industry has just started, third-party logistics and other aspects of the theory and practice are relatively weak. The paper points out the problems of the Third Party Logistics is the gap between domestic and international third party logistics, logistics efficiency is not high, the lack of systematic management, and logistics platform to build lag behind the concept of logistics management, and so on. Analyzed the causes of such problems arising and proposed lean logistics, small and medium enterprise value chain alliances third party logistics, large third-party logistics companies such as virtualization strategy choice of three third-party logistics enterprise development strategies.Keywords:Third party logistics;lean logistics strategy;value chain alliances; virtualization strategy1. IntroductionFor a long time, China's domestic enterprises procurement, transportation, warehousing, agents, packaging, processing, distribution and other aspects of control is not strong, in the "Procurement black hole", "Logistics trap" in the waste is difficult to calculate losses. Therefore, third-party logistics research, the overall effectiveness in promoting the improvement of China's economy has a very important theoretical and practical significance.This article attempts to my policy of three logistics problems and analysis of the causes of and propose several possible third-party logistics strategic choice.2 Third party logistics industry in China's major problems(A) The national policy of three logistics companies and foreign big gap between third-party logistics companies, specifically in the following areas:1, economies of scale and capital gap significantly. Because third-party logistics companies large foreign strategic departure from the global business, its advantages of scale and capital is no doubt, especially start-up period of three logistics policy I, its very small size, strong capital that foreign giants China enterprises to shame.2, I state policy of the logistics enterprises provide three logistics service level and quality control rather than foreign counterparts. When some domestic enterprise is still in logistics interpreted as "trucks, add warehouse logistics enterprises abroad already completed a series of standardized transformation. Meanwhile, foreign logistics organizational ability so powerful, Germany, for example, a third-party logistics company, all aspects of logistics experts across all over Europe. If the goods by a customer needs of different countries, so these experts from all over Europe in online design a the best logistics solutions. This provides solutions is the ability that the core competence of third-party logistics companies, unlike domestic companies claim to having many ship, how many car.3, China's accession to WTO, lower the threshold of the logistics industry. The logistics service industry: our commitment to all of the services sector, after a reasonable transition period, to cancel most of the foreign equity limit does not restrict access to foreign service providers the current market, do not restrict all the service sectors and the existing market access activities. The secondary distribution services while also making a similar commitment. These restrictions will be phased out after 3-4 years, during which foreign service providers can create a hundred per cent wholly-owned subsidiaries or business sector, the domestic logistics industry will face international competition.(B) serious waste of resources, third party logistics efficiency is not high. From the microscopic point of view, due to the impact of the planned economy, a long time many enterprises, especially state-owned enterprises to go the "large", "small" route, they have theirown warehouse, fleet, and even ocean-going vessels team, resulting in wasting a lot of the logistics process, the specific performance of the idle warehouse, logistics decentralized operation, the low level of organization, transverse joint weak. And to provide integrated, modern, professional, punctual, efficient services to third-party logistics enterprises are very small. From a macro point of view of economic development of third-party logistics failed to keep up with the pace of the formation of industrial management model, but only with the transportation, telecommunications, commercial materials, foreign trade and other sectors of the integration and collaboration.(C) the lack of systematic management, equipment standardization is low. Most of the current third-party logistics enterprises in China under the traditional system based on materials circulation enterprises developed, the service mainly stay in the storage, transportation, lack of systematic management, logistics, low efficiency, lack of effective third party logistics functions Play. In addition, the fragmentation of China's logistics sector, making the link in the transportation logistics and equipment standards are not uniform, does not support current standards for physical facilities, resulting in the increase in third-party logistics invalid operation, speed, and reduce costs.(D) third-party logistics platform to build lag, lower degree of information technology. Third-party logistics and distribution platforms, including physical network and information network, physical network refers to the logistics facilities, transportation, transportation hubs in the geographical location of the rational distribution and the formation of physical network; information networks that use third-party logistics business and information technology, Information resources to their chain integration and the formation of a shared network of information resources. The status of physical network are: low levels of third-party logistics and equipment, and information networks also lack the necessary public logistics platform. (E) the concept of logistics management of domestic enterprises is still very backward, which greatly restricts the development of third party logistics. For example: Some companies believe that inventory information is confidential business information must be managed by the enterprises themselves, the class of business activities while outsourcing the management concept difficult to accept, often resulting in control of their own poor management oflogistics, business competition in the market weakens Force.3 Causes of problems analysis(A) 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.(B) fails to effectively use modern technology. This situation has greatly restricted the cultivation of third-party logistics companies, affecting their overall competitive strength increased. China's accession to the WTO, domestic enterprises will face third-party logistics strong competition from abroad, the domestic third-party logistics industry is difficult to provide low-cost, high quality and efficient service.(C) subject to the constraints of traditional management systems. Fragmentation in the traditional institutional arrangements, third party logistics activities have been separated from many different sectors such as transportation, post and telecommunications, foreign trade, domestic trade and only involves the transport industry to the Ministry of Railways, Ministry of Communications, etc. Some departments, the lack of efficient collaboration between departments, resulting in the transport process of rotation of the mode of transport and time-consuming part of the cost of logistics in the process of becoming "trap. " There are also procedures for customs management, material procurement and other aspects of some of the provisions of the logistics enterprises also raise the level of integrated services and business development areas, thus restricting the rapid development of third-party logistics industry.4 The third party logistics enterprise strategic choice Summarized the latest of several foreign logistics theory and the development of third-partylogistics with the current practice of foreign, third-party logistics firm's strategic choice to have the following three:(A)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 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.(B)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 ofcooperation, 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.(C)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 environmentre-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. "。