第三方物流成本的管理外文翻译教学内容
物流成本管理的概念
物流成本管理的概念
物流成本管理（Logisticscostcontrol）是对物流相关费用进行的计划、协调与控制。
物流成本管理是通过成本去管理物流，即管理的对象是物流而不是成本。
物流成本管理可以说是以成本为手段的物流管理方法。
物流成本管理可以说是以成本为手段的物流管理方法。
它是一套收集、整理、分析物流成本数据的方法，其目标是使公司的物流活动能够更高效、更有效地为公司创造价值。
物流成本管理的主要内容包括以下几个方面：
1. 物流成本核算：这是物流成本管理的核心部分，通过对物流活动进行详细的成本核算，可以清楚地了解各项物流活动的成本情况，为进一步优化提供数据支持。
2. 物流成本分析：通过对比历史数据和行业标准，对公司的物流成本进行深入分析，找出可能存在的问题和优化空间。
3. 物流成本控制：根据成本核算和分析的结果，制定并实施有效的成本控制措施，降低物流成本，提高公司的盈利能力。
4. 物流成本预测：通过预测未来的物流成本趋势，可以提前采取措施进行控制和优化，避免不必要的成本支出。
5. 物流成本决策：根据成本预测的结果，结合公司的战略目标，做出有利于公司整体利益的决策。
总的来说，物流成本管理是一个持续的过程，它通过对物流活动的计划、组织、指挥、协调和控制，实现物流运作的高效和低成本，从而为企业创造更大的价值。
第8章第三方物流成本管理
2.1.4第三方物流的基本特征
1、第三方物流是合同导向的一系列服务。
第三方物流（ThirdPartyLogisticsTPL）是在物流业务外包的基础上，由供方与 需方以外的专业物流服务公司以契约或合同的方式，为物流需求企业提供物 流服务的业务模式。第三方物流与传统的企业物流模式有很大的区别，TPL 提供的是多功能、全方位的物流服务，注重的是物流体系的整体运作效率。
TPL服务对象的业务一般都有特殊性，TPL供应商应尽可能满足客户的个性化需求， 提升客户的竞争力，达到双赢的局面。
4、第三方物流是建立在现代电子信息技术基础上的。
现代信息技术实现了数据的快速准确传递，提高了仓库管理、 装卸运输、订货、配送发货、订单处理的自动化水平，是 第三方物流发展的必要条件。客户可以更方便地使用信息 技术与物流完成。
第三方物流典故
著名的福特汽车公司－－亨利．福特的梦想
梦想一建立庞大的汽车制造产业 梦想二投资煤、铁矿，橡胶种植园、大豆，玻璃厂 梦想三建立港口、铁路公路网络、投资开发铁路、货 运卡车、内河、远洋运输
福特的转变：随着政治、经济环境的不断变化，福特公司的金 融资源都被转移去开发和维持自己的核心能力——汽车制 造、销售、运输等，制造之外的工作都交给独立的专业化 公司去做。 福特在此方面的转变表明：在社会分工日益专业化的现代经济 中，没有哪一家厂商能够完全做到自给自足，只有将企业 有限的资源投入到加强自身核心竞争力上，才能够成为赢 家。同样，如果企业自己不是物流公司，那么最好将企业 的物流业务交给一个独立的专业化的物流公司去做。
2.1.2第一方物流与第二方物流存在的问题 1、第一方物流存在的问题
第一方物流（the First Party Logistics, 1PL）是指由物资提供者 自己承担向物资需求者送货，以实现物资的空间位移的过程。 1）由于产品的市场需求在时间上是不平衡的，企业配臵物流设施 是根据需求旺季能力确定还是淡季？这往往成为企业头疼的事； 无论怎样配臵都可能造成物流能力的浪费或紧张。 2）制造企业的核心竞争能力在于它所制造的产品，而从事物流业 却非其核心竞争能力的业务，因此，从事物流业务的成本一般 比专业物流企业要高。 3）企业自己从事物流很难构造一个有效的物流网络，因此几乎难 以达到JIT的要求，特别是供需双方在地理位臵上相距较远的情 况下，企业无法实现有效的物流。 4）随着第三方物流企业的兴起，并能提供日趋完善的第三方物流 服务，使得第一方物流原有的一些优势淡然失色。
成本管理外文文献及翻译
成本管理外文文献及翻译关键词：成本管理管理措施在市场经济条件下，随着全球经济一体化的发展，市场竞争日趋激烈，企业利润空间缩小。
在这种情况下，业务成本的高低水平，直接决定企业的盈利能力和竞争实力的大小。
因此，加强企业成本管理业务已经成为一个生存和发展的必然选择。
从成本管理的目的来看，许多企业局限于降低成本，但较少从成本效益的降低来着手，主要依靠储蓄成效方面来实现的，不能合乎成本效益。
传统的成本管理目的已经减少，以降低成本，节约成本为基本手段。
从成本管理的角度来分析这一目标成本管理，不难发现，成本降低是有条件和限制的，在某些情况下，成本控制可能导致产品质量和企业效益下滑。
此外，绝大多数企业在成本管理也都缺乏整体观念，大多数公司都有一个共同的现象，那就是，依靠财务人员进行管理成本。
在成本管理过程的实施中，一些企业只注重成本核算，一些企业领导只关心财务和成本报表，从而使用报表来管理成本。
这种做法虽然减少了成本的一定作用，但归根结底，成本会计或事后控制，没有做到在成本控制和过程控制发生之前，不可替代成本费用管理。
（三）成本信息严重失真在中国，有相当数量的企业有成本信息不真实的情况下，这种状况正在恶化。
成本信息失真主要是由以下原因引起：首先，成本仅在材料，人工，制造费用的环节成为了一个焦点，现代企业的产品开发正在日益增加，却忽略了测试和中间试验和售后服务上与内容相关的投入成本的小群产品，对这些产品不完整的，不正确的评价，在整个生命周期成本效益过程起着非常重要的作用。
第二是成本核算方法不当造成的失真。
一个高度劳动密集型企业，在过去几年中，简单的假设（即直接人工小时或生产为基础分配间接费用），通常不会严重的引起扭曲产品成本的核算。
但在现代制造业环境中，直接劳动成本所占的比例显著下降，而制造成本的比例大幅增加，因此，使用传统的成本计算方法会产生不合理的行为，利用传统的成本核算，在产品成本信息中将导致严重的扭曲，使企业错误的选择产品的方向。
物流管理英文讲义 共100页PPT资料
shipments direct from suppliers) Shift to inside salesforce
10
Transformation - Reinventing the Business
Administration Sales & Marketing
Purchasing Warehousing
Delivery Administration
Past
Present
Future?
Understand Markets & Customers Develop Vision & Strategy Selling & Customer Service
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High ROTA
Today 2000 Today 2000 Today 2000
Completeness & reliability of deliveries 1
1
22
11
Competent outside salesperson Best value for the price
2
6
3
2
19
Understanding Markets & Customers
20
Key Messages
Wholesaler-distributors must create and use formal methods to gain customer feedback and improve communication.
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第三方物流成本管理
7.1 第三方物流成本概述
• 定义的物流成本包含两方面的内容：一方面是直接在物流环节产生的 支付给劳动力的成本、耗费在机器设备上的成本以及支付给外部第三 方的成本；另一方面包括在物流环节中因持有存货等所潜在的成本， 如占有资金成本、保险费等。
• 第三方物流是社会化分工和现代物流发展的方向。 • 目前，我国物流业的发展尚处于起步阶段，与世界上发达国家的企业
• 我国在2006 年颁布实施的国家标准《企业物流成本计算与构成》（ GB /T20523-2006）中指出：“物流成本是企业物流活动中所消耗的 物化劳动和活劳动的货币表现，包括货物在运输、储存、包装、装卸 搬运、流通加工、物流信息、物流管理等过程中所耗费的人力、物力 和财力的总和以及与存货有关的流动资金占用成本、存货风险成本和 存货保险成本。”上一页 Nhomakorabea下一页 返回
7.2 第三方物流成本分析与预测
• ③ 把这个指标与该因素替代前的指标相比较，确定该因素变动所造 成的影响。
• 7.2.3 第三方物流成本预测概述
• 1. 第三方物流成本预测定义 • 所谓第三方物流成本预测，就是指依据物流成本与各种技术经济因素
的依存关系，结合发展前景及采取的各种措施，利用一定的科学方法 ，对未来期间的物流成本水平及其变化趋势作出科学的推测和估计。 • 第三方物流成本预测能使企业对未来的物流成本水平及其变化趋势做 到“心中有数”，并能与物流成本分析一起为企业的物流成本决策提 供科学的依据，以减少物流成本决策中的主观性和盲目性。
第七章 第三方物流成本管理
• 7.1 第三方物流成本概述 • 7.2 第三方物流成本分析与预测 • 7.3 第三方物流成本核算及控制 • 7.4 第三方物流成本绩效评价
物流管理英文讲义-文档资料100页
“Expected”
Quadrant I
“Proven”
Quadrant II
“Innovative”
Low
“Differentiated”
Low
GAP
High
Degree to which the practice provides differentiated
profitability or “gap” over non-users
5
Channel Formats
Manufacturer WholesalerDistributor
Customer
Manufacturer Service Providers
Based
“Door to Door”
Retailer Based Buyer Initiated
Third Party Influencers Point of Consumption Catalog & Technology- Merchandising
talent remains a challenge
12
Emerging Issues
Large companies still growing; small/medium companies turn to buying groups
Marketing alliances emerge Integrated supply programs flourish Some segments shift from supply “push”
Low
Need: - Small orders - Low cost Example: - Direct mail-catalog - Warehouse club
第三方物流管理
第三方物流管理随着全球经济的快速发展和供应链的日益复杂化，第三方物流管理在现代商业运作中扮演着重要的角色。
本文将就第三方物流管理的定义、功能、优势以及在实际应用中的具体案例进行探讨。
一、第三方物流管理的定义第三方物流管理，简称3PL（Third Party Logistics），指的是企业将其物流管理相关的业务外包给专业的第三方物流服务提供商。
这些第三方物流服务商将负责实施企业的物流计划，包括供应链管理、运输、仓储、配送等环节，以提高企业的物流效率和降低运营成本。
二、第三方物流管理的功能1. 供应链管理：第三方物流服务商通过整合供应链上的各个环节，包括供应商、生产商、分销商等，以协调物流流程，提高物流效率，并确保产品或货物能够按时到达目的地。
2. 运输管理：第三方物流服务商负责制定最佳的运输方案，选择合适的运输工具和路线，以确保货物的安全、快速、准时地运送到目的地。
3. 仓储管理：第三方物流服务商具备专业的仓储设施和管理团队，能够对货物进行合理存储和管理，确保货物的安全、完整，并实现库存的高效控制。
4. 配送管理：第三方物流服务商负责根据客户需求和订单要求，对货物进行分拣、包装和配送，确保货物能够准确地送达终端客户，并提供货物跟踪和签收服务。
三、第三方物流管理的优势1. 降低成本：通过将物流管理业务外包给第三方物流服务商，企业能够减少自身的物流投资和运营成本，提高资源利用效率，从而降低总体成本。
2. 提高效率：第三方物流服务商具备丰富的物流经验和专业的技术能力，在物流规划、操作流程和信息管理方面能够提供更高效的解决方案，提高货物运输和配送的速度和准确性。
3. 专业服务：第三方物流服务商拥有专业的物流团队和高效的管理系统，能够为企业提供全方位的物流服务，满足客户不同的需求，并提供定制化的解决方案。
四、第三方物流管理的实际应用案例1. 电子商务物流：随着电子商务的蓬勃发展，第三方物流管理在电商行业中扮演着重要的角色。
外文翻译---我国第三方物流中存在的问题、原因及战略选择
China's third-party logistics problems, causes and strategic choiceXiong WeiAbstract: 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, strongcapital 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 their own 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 of logistics, 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 transportand 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-party logistics 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 isproduced 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 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.(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-partylogistics has a strong necessity. Large third-party logistics enterprise virtualization is the logistics management resources of others who will have "all", through the network, the other part into its own logistics, with the help of others break the power of physical boundaries, extending to achieve their various Function, and thus expand their ability to enhance their strength. Therefore, the logistics information technology, virtualization is a means for the connection and coordination of temporary and dynamic alliance in the form of virtual logistics. Integrated logistics virtualization technology as a means of electronic communication, customer-focused, based on the opportunity to participate in members of the core competencies as a condition to an agreement for the common pursuit of goals and tasks, the different parts of the country's existing Resources to quickly mix into a no walls, beyond the space constraints, by means of electronic networks, contact the unified command of the virtual business entity, the fastest launch of high-quality, low-cost logistics service.Modern large-scale virtualization, including third-party logistics functions, organization, geographic three virtualization. Virtualization capabilities with third-party logistics enterprise IT technology will be distributed in different locations, different companies take different functions within the logistics resources (information, human, material and other resources) organized to accomplish a specific task, to achieve the optimization of social resources. Virtualization refers to the organizational structure of the logistics organization is always dynamically adjusted, not fixed, but also decentralized, flexible, self-management, flat network structure, its objectives and in accordance with changes in the environment re-combination, in a timely manner Reflect the market dynamics. Virtual is the regional third party logistics network through the Internet link the global logistics resources, removing barriers and national barriers, to production management to achieve "virtual neighbors. "我国第三方物流中存在的问题、原因及战略选择熊卫【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。
物流成本管理教材(PPT37张)
3）物流成本决策： 物流成本决策是在成本预测的基础上，结合 其他有关部门资料，运用一定科学方法，从 若干方案中选择一个满意方案的过程。从物 流的整个流程来说，有配送中心的筹建、改 建、扩建的决策；装卸搬运设备、设施的决 策；流通加工合理下料的决策等等。进行成 本决策、确定目标成本是编制成本计划的前 提，也是实现成本事前控制、提高经济效益 的重要途径。
8.2.1物流成本管理的概念和方法
2）物流成本控制：
物流成本预测是根据有关成本数据和企业具体发展 情况，运用一定技术方法，对未来的成本水平及其 变动趋势作出科学的估计。物流成本预测是成本决 策、计划和控制的基础工作，可以提高物流成本管 理的科学性和预见性。在物流成本管理的许多环节 都存在物流成本预测问题，如仓储环节的库存预测 、流通环节的加工预测、运输环节的货物周转量预 测等等。物流成本有月度计划、季度计划、年度计 划、短期、中期、长期计划等体系。
8.2.1物流成本管理的概念和方法
3）物流成本分析： 物流成本分析是在成本核算和其他有关部门资料基 础上，运用一定方法，结合物流成本的变动，进一 步查明影响物流成本变动的各个因素。通过物流成 本分析找差距、查原因，研究成本的真实情况，借 以揭露物流环节中的主要矛盾，挖掘企业的潜在力 量，寻求克服薄弱环节的途径，提出积极建议、有 效措施降低物流成本的具体措施，以求物流成本的 不断降低、合理控制物流成本。 主要有指标对比分析法和因素分析法
8.2.1物流成本管理的概念和方法
物流成本管理的内容
①物流成本预测
②物流成本决策 ③物流成本计划
④物流成本控制
⑤物流成本核算 ⑥物流成本分析
8.2.1物流成本管理的概念和方法
第8章 第三方物流Third Party Logistics 优质课件
结合顾客服务的特点，可以认为物流服务是对顾 客商品利用可能性的一种保证(Availability),它包含了 三种要素：
– 拥有顾客所期望的商品（备货保证） – 在顾客希望的时间内传递商品（输送保证） – 符合顾客所期望的质量（品质保证）
• 物流服务管理的目的与原则
——以适当的成本实现高质量的顾客服务
本企业
序
顾客
号
需求
低1
1 进货时间短
2 进货期回复
3 时间指定
4 断货事先通知
5 多品种少量配 送
6 ………
7
与顾客需求的差距
23 4 5 6 78
9高
– 顾客需求的类型化
• 顾客市场面细分 • 核心服务要素 • 不同顾客群对物流企业的贡献
– 根据不同的顾客群体制定相应的物流服务组合 – 产销物(流)集成系统的构筑
• 第三方物流的优势来源
1.2 TPL的发展分析
• TPL兴起的原因
– 降低作业成本。一般地说，3PL可以为货主降低10%左 右的费用，特别是在欧洲，由于更多的税费、更高的 劳动成本、更多的规章制度及作业限制，物流成本比 美国高出一倍。
– 致力于核心业务。
– 利用3PL的先进技术减少投资。物流作业的高效率有赖 于先进的设施和软件，利用3PL就可以大大减少企业在 此领域的巨额投资。
自营
营
需要控制的
优
程度一般
建立伙伴关系
势
需要控制的 程度低
外包
低
外包风险
高
• TPL的选择步骤
– 组成跨职能团队 – 设定目标 – 确定顾客服务需求 – 制定选择准则 – 列出候选名单 – 候选者征询 – 发出招标书 – 现场考查 – 候选者资格评审 – 利用分析工具选择3PL
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The application of third party logistics to implement the Just-In-Time system with minimum cost under a global environment
Abstract The integration of the Just-In-Time (JIT) system with supply chain management has been attracting more and more attention recently. Within the processes of the JIT system, the upstream manufacturer is required to deliver products using smaller delivery lot sizes, at a higher delivery frequency. For the upstream manufacturer who adopts sea transportation to deliver products, a collaborative third party logistics (3PL) can act as an interface between the upstream manufacturer and the downstream partner so that the products can be delivered globally at a lower cost to meet the JIT needs of the downstream partner. In this study, a quantitative JIT cost model associated with the application of third party logistics is developed to investigate the optimal production lot size and delivery lot size at the minimum total cost. Finally, a Taiwanese optical drive manufacturer is used as an illustrative case study to demonstrate the feasibility and rationality of the model.
1. Introduction With the globalization of businesses, the on-time delivery of products through the support of a logistics system has become more and more important. Global corporations must constantly investigate their production systems, distribution systems, and logistics strategies to provide the best customer service at the lowest possible cost.
Goetschalckx, Vidal, and Dogan (2002) stated that long-range survival for international corporations will be very difficult without a highly optimized, strategic, and tactical global logistics plan. Stadtler (2005) mentions that the activities and processes should be coordinated along a supply chain to capture decisions in procurement, transportation, production and distribution adequately, and many applications of supply chain management can be found in the literature (e.g. Ha and Krishnan, 2008, Li and Kuo, 2008 and Wang and Sang, 2005).
Recently, the study of the Just-In-Time (JIT) system under a global environment has attracted more attention in the Personal Computer (PC) related industries because of the tendency towards vertical disintegration. The JIT system can be implemented to achieve numerous goals such as cost reduction, lead-time reduction, quality assurance, and respect for humanity (Monden, 2002). Owing to the short product life cycle of the personal computer industry, downstream companies usually ask their upstream suppliers to execute the JIT system, so that the benefits, like the risk reduction of price loss incurred from inventory, lead times reduction, on-time delivery, delivery reliability, quality improvement, and lowered cost could be obtained (Shin, Collier, & Wilson, 2000). According to the JIT policy, the manufacturer must deliver the right amount of components, at the right time, and to the right place (Kim & Kim, 2002). The downstream assembler usually asks for higher delivery frequency and smaller delivery lot sizes so as to reduce his inventory cost in the JIT system (Kelle, khateeb, & Miller, 2003). However, large volume products are conveyed using sea transportation, using larger delivery lot sizes to reduce transportation cost during transnational transportation. In these circumstances, corporations often choose specialized service providers to outsource their logistics activities for productivity achievement and/or service enhancements (La Londe & Maltz, 1992). The collaboration of third party logistics (3PL) which is globally connected to the upstream manufacturer and the downstream assembler will be a feasible alternative when the products have to be delivered to the downstream assembler through the JIT system. In this study, the interaction between the manufacturer and the 3PL will be discussed to figure out the related decisions such as the optimal production lot size of the manufacturer and the delivery lot size from the manufacturer to the 3PL, based on its contribution towards obtaining the minimum total cost. In addition, the related assumptions and restrictions are deliberated as well so that the proposed model is implemented successfully. Finally, a Taiwanese PC-related company which practices the JIT system under a global environment is used to illustrate the optimal production lot size and delivery lot size of the proposed cost model.
2. Literature review The globalization of the network economy has resulted in a whole new perspective of the traditional JIT system with the fixed quantity-period delivery policy (Khan & Sarker, 2002). The fixed quantity-period delivery policy with smaller quantities and shorter periods is suitable to be executed among those companies that are close to each other. However, it would be hard for the manufacturer to implement the JIT system under a global environment, especially when its products are conveyed by transnational sea transportation globally. Therefore, many corporations are trying to outsource their global logistics activities strategically in order to obtain the numerous benefits such as cost reduction and service improvement. Hertz and Alfredsson (2003) have stated that the 3PL, which involves a firm acting as a middleman not taking title to the products, but to whom logistics activities are outsourced, has been playing a very important role in the global distribution network. Wang and Sang (2005) also mention that a 3PL firm is a professional logistics company profiting by taking charge of a part or the total logistics in the supply chain of a focal enterprise. 3PL also connects the suppliers, manufacturers, and the distributors in supply chains and provide substance movement and