求一篇关于第三方物流的英文论文,要有中文译文要求翻译成中文要有3000字左右.那位大侠帮了我,我赚了积分全是您的._百度作业帮
求一篇关于第三方物流的英文论文,要有中文译文要求翻译成中文要有3000字左右.那位大侠帮了我,我赚了积分全是您的.
http://en.wikipedia.org/wiki/Third-party_logistics_providerhttp://zh.wikipedia.org/wiki/%E7%AC%AC%E4%B8%89%E6%96%B9%E7%89%A9%E6%B5%81第三方物流 Third-Party Logistics A third-party logistics provider (abbreviated 3PL) is a firm that provides outsourced or "third party" logistics services to companies for part, or sometimes all of their supply chain management function. Third party logistics providers typically specialize in integrated warehousing and transportation services that can be scaled and customized to customer’s needs based on market conditions and the demands and delivery service requirements for their products and materials.Types of 3PL providersHertz and Alfredsson (2003) describe four categories of 3PL providers:[1]Standard 3PL provider: this is the most basic form of a 3PL provider. They would perform activities such as, pick and pack, warehousing, and distribution (business) – the most basic functions of logistics. For a majority of these firms, the 3PL function is not their main activity. Service developer: this type of 3PL provider will offer their customers advanced value-added services such as: tracking and tracing, cross-docking, specific packaging, or providing a unique security system. A solid IT foundation and a focus on economies of scale and scope will enable this type of 3PL provider to perform these types of tasks. The customer adapter: this type of 3PL provider comes in at the request of the customer and essentially takes over complete control of the company’s logistics activities. The 3PL provider improves the logistics dramatically, but do not develop a new service. The customer base for this type of 3PL provider is typically quite small. The customer developer: this is the highest level that a 3PL provider can attain with respect to its processes and activities. This occurs when the 3PL provider integrates itself with the customer and takes over their entire logistics function. These providers will have few customers, but will perform extensive and detailed tasks for them. [edit] Non Asset-based Logistics ProvidersThis 3PL performs duties such as quoting, booking, routing, and auditing, but doesn't need to own warehousing facilities, vehicles, aircraft, or any other transportation assets. This type of 3PL may possess only desks, computers, and freight industry expertise.To be useful, this type of provider must show its customers a benefit in financial and operational terms by leveraging exceptional expertise and ability in the areas of operations, negotiations, and customer service in a way that complements its customers' preexisting physical assets.[edit] On-Demand TransportationOn-Demand Transportation is a relatively new term coined by 3PL providers to describe their brokerage, ad-hoc, and "flyer" service offerings.On-Demand Transportation has become a mandatory capability for today's successful 3PL providers in offering client specific solutions to supply chain needs.These shipments do not usually move under the "lowest rate wins" scenario and can be very profitable to the 3PL that wins the business. The cost quoted to customers for On-Demand services are based on specific circumstances and availability and can differ greatly from normal "published" rates.On-Demand Transportation is a niche that continues to grow and evolve within the 3PL industry.Specific modes of transport which may be subject to the on-demand model include (but are not limited to) the following:FTL, or Full Truck Load Hotshot (direct, exclusive courier) Next Flight Out, sometimes also referred to as Best Flight Out (commercial airline shipping) International Expedited [edit] Fourth-party logisticsFourth-party logistics (4PL), Lead Logistics Provider or 4th Party Logistics, is a term coined by global consulting firm Accenture:“ A 4PL is an integrator that assembles the resources, capabilities, and technology of its own organization and other organizations to design, supply chain solutions. ” of their supply chain management function. A 4PL uses a 3PL to supply service to customers, owning only computer systems and intellectual capital.[2]It has been argued that a 4PL is the same thing as a Non Asset-Based 3PL.第三方物流(Third-Party logistics,3PL),也称作委外物流(logistics outsourcing) 或是合约物流(contract logistics),第三方物流一直是物流和供应练管理中最容易被误解的名词.第三方物流目前没有公认的定义,不过原则在於,某"专门公司"提供另一家公司(比方说制造商)一项或多项的物流功能. (如仓储、对外运输)知名的第三方物流供应商包DanzasAEI、Exel Logistics、Menlo Logistics、Penske Logistics等...第三方物流公司需具备下列几点： 1.与使用者之间备有正式的合约,期限至少一年 2.强调双方关系式,而非交易式. 3.强调双方的利益以及客制化的可行性. 4.与客户维持长期的关系. 5.会主动寻求可能的政策和实务物流系统也可像互联网般,促进全球化.在贸易上,若要更进一步与世界连系,就得靠良好的物流管理系统.我们手上的商品很多是『游历』各国后才来到的.原料可能来自泰国,加工可能在新加坡,生产却在台湾,最后才入口到美国.产品的「游历」路线就是由物流师决定,目标就是要快且低开销.物流师 (Logistician）即是负责物流系统管理的专才.物流师就是一个专家,地位与会计师、律师、医生或工程师同等.
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求一篇10000字以上的英文文献是关于物流方面的,最好有译成中文的更好我想要英文的
随着社会的发展,行业竞争的日趋激烈,如何提高工作效率、降低管理成本、提高服务水平和企业的竞争能力,是每一个企业管理者最为关注的问题.越来越多的管理者认为实行计算机科学化管理是解决这一问题的关键. 物流运输企业由于行业特点,传统操作过程复杂,文件繁多,竞争日趋激烈.越来越多的信息问题涌现出来,例如：一方面,要不断开发客户市场,对客户的基本资料,货物分布情况、联系人的喜好及联系方式有较为全面的了解,另一方面,要作好财务的收付工作,确保运费能按时的收付,欠款一目了然,及时催缴.以往查阅厚厚的文件资料的做法,显然是不可取的.必须采取更有效的解决办法.同时收集处理信息的速度、信息的准确性、安全性,还影响到公司整体的管理水平和决策层对整体业务的控制和协调.采用计算机软件管理信息是解决上述问题的一个行之有效的办法. 物流管理软件,就是根据物流运输企业业务流程,将企业业务的各类数据联系起来,组成一个有机的系统,使得业务、财务、市场等方面的信息得以方便、快捷地传递,并经过综合处理生成各种报表送交给各个职能部门及决策层.应用物流管理软件系统不仅可以节省大量的人力,减少工作中的失误,对客户的询问可以迅速的从电脑中查询信息答复客户,而且可以帮助决策者及时调整公司经营策略,提高公司在同行业中的知名度,增强公司的竞争力. 过去物流管理着重在企业内部作业与组织的整合,对下游顾客的对应,是以服务与品质为主要重心.因此,评价物流的管理业绩和效果的准则,多半是以处理订单周期时间的速度,供货率及完成质量来量度. 随着物流业的发展,在供应链管理模式上增添新的内容,物流业出现了新的十大趋势. （一）物流管理从物的处理,提升到物的加值方案设计、解决和管理上.可以为客户提供度身订造式的,并带有个性化的服务,企业逐渐转向强调跨企业界限的整合,使得顾客关系的维护与管理变得越来越重要. （二）由对立转向联合.传统商业通道中,企业间多半以自我为中心,追求自我利益,因此往往造成企业间对立的局面.然而在追求更大竞争力的驱动下,许多企业开始在各个商业流通机能上整合,通过联合规划与作业,形成高度整合的供应链通道关系,使通道整体成绩和效果大幅提升. （三）由预测转向终测.传统的流通模式通过预测下游通道的资源来进行各项物流作业活动,不幸的是预测很少会准确的,因而浪费了许多自然及商业资源.新兴的物流管理趋势是强调通道成员的联合机制,成员间愿意互换营运及策略的信息,尤其是内部需求及生产的资料,使得上游的企业无需去预测,流通模式是逐渐由预测基础转向终测基础发展. （四）由经验积累转向变迁策略.一直以来经验曲线是企业用来分析市场竞争趋势及发展对应策略的方法,并以企业长年积累的经验作为主要竞争武器,然而科技的突飞进步,企业固守既有经验反而成为企业发展的障碍,因此在调度变化的环境下,经验及现存通道基础结构反变为最难克服的障碍,成功的企业要建立对策略方向的嗅觉和持续变迁管理体系才能生存. （五）由绝对价值转向相对价值.传统财务评价只看一些绝对数值,新的评估方法将着重在相对价值的创造,亦即在通道中提供加值服务,顾客所增加的价值中企业可占多少比例. （六）由功能整合转向程序整合.在竞争渠道日趋激烈的环境中,企业必须更快响应上、下游顾客的需要,因而必须有效整合各部门的营运,并以程序式的操作系统来动作,物流作业与活动多半具有跨功能,跨企业的特性,故程序式整合是物流管理成功的重点. （七）由垂直整合转向虚拟整合.在传统渠道中,一些大企业进行通道的垂直整合,以期对通过掌握有更大的力量,事实证明这并不成功,反而分散了企业的资源,并将主业削弱.今日企业经营的趋势是专注核心业务,将非核心业务委托给专业管理公司去做,形成虚拟企业整合体系,使主体企业提供更好的产品及服务. （八）由信息保留转向信息分享.在供应链管理结构下,供应链内相关企业必须将供应链整合所需的信息与其他企业分享,否则,无法形成有效的供应链体系. （九）由训练转向知识学习.在可预见的未来,任何物流程序均以人力来完成.然而,物流作业多半需要在各个物流据点和运输网络中进行,大约有90%的时间,物流主管无法亲自加以监控.全球化的发展趋势,也增加了物流人力资源管理的复杂度.物流主管必须将以个别人员技能训练的方式,转向知识基础的学习发展. （十）由管理会计转向价值管理.未来许多企业愿意投入许多资源建立基本会计系统,着重在提供增值创造,跨企业的管理信息,以期能确认可创造价值的作业,而非仅在于收益增加,成本升降上. Along with society's development, the profession competition is day by day intense, how enhances the working efficiency, reduces the management cost, the enhancement service level and enterprise's competitive ability, is each enterprise superintendent most matter of concern. More and more many superintendents thought the implementation computer scientific style management solves this question key. The thing flows the transportation enterprise as a result of the profession characteristic, the tradition operating process complex, document many, the competition is day by day intense. The more and more many information question emerges, for example: On the one hand, must develop the customer market unceasingly, to the customer basic document, the cargo distribution situation, the contact person likes and the contact method has a more comprehensive understanding, on the other hand, must finish financial the receipts and disbursements work, guarantees the transport expense to be able on time receipts and disbursements, the debt to be clear, prompt press for payment. Formerly consulted the thick document material the procedure, obviously was cannot be taken. Must adopt more effective solution. At the same time collects the process information the speed, the information accuracy, the security, but also affects the company whole management level and the decision-making strata to the overall service control and the coordination. Uses the computer software management information is solution above question effective means. The thing class manages the software, is flows the transportation enterprise service flow according to the thing, according to relates the enterprise service various class numbers, composes an organic system, causes aspect the and so on service, finance, market information to be able to be convenient, to transmit quickly, and produces each kind of report form after synthesis processing to deliver for each function department and the decision-making strata. The appliance flows the management software system not only to be possible to save the massive manpower, reduces in the work the fault, may be rapid to the customer inquiry inquires the information answer customer from the computer, moreover may help the policy-maker promptly to adjust the company to manage the strategy, enhances company's in same profession well-knownness, the enhancement company's competitive power. In the past flowed the management emphatically in the enterprise interior work and organization's conformity, to the downriver customer's correspondence, was take serves and the quality as the main center of gravity. Therefore, the appraisal flows the management achievement and the effect criterion, is mostly by processes the order form period the speed, supplying goods rate and completes the quality to measure. Along with the thing flowing industry development, increased the new content in the supply chain management pattern, thing flowing industry had the new ten major tendencies. (1) thing flows the management from thing processing, promotes to in the thing Canadian value plan design, the solution and the management. May provides for the customer 度身订造 -like, and has the personalization the service, the enterprise gradually changes emphasized the cross enterprise boundary the conformity, causes the maintenance and the management which the customer relates changes more and more importantly. (2) changes the union by the opposition. In the traditional commercial channel, the enterprise mostly take as the center, pursues the self- benefit, therefore often makes the aspect which the enterprise opposes. However in under the pursue bigger competitive power actuation, many enterprises starts in each commercial circulation function the conformity, through the union plan and the work, forms highly the conformity supply chain channel relations, causes the channel overall result and the effect large promotion. (3) changes the final survey by the forecast. The traditional circulation pattern carries on each thing through the forecast downriver channel resources to flow the work activity, unfortunately forecasts very little can accurate, thus has wasted many natures and the commercial resources. The emerging thing flows the management tendency is emphasized the channel member's union mechanism, between the member is willing to exchange transport business and the strategy information upstream, in particular internal demand and the production material, causes the enterprise not to need to forecast, the circulation pattern changes the final survey foundation development gradually by the forecast foundation. (4) accumulates by the experience changes the vicissitude strategy. The empirical curve has since always been the enterprise uses for to analyze the market competition tendency and the development correspondence strategy method, and the experience which accumulates by the enterprise elders takes the main competition weapon, however the science and technology flies suddenly the progress, the enterprise defends stubbornly already has the experience instead to become the barrier which the enterprise develops, therefore in under the dispatch change environment, the experience and the extant channel foundation structure instead becomes the barrier which most difficult to overcome, the success enterprise must establish to the strategy direction sense of smell and continues the vicissitude management system to be able to survive. (5) changes the relative value by the absolute value. The traditional finance appraisal will look only some absolute values, the new appraisal method emphatically in the relative value creation, that is will provide adds the value service in the channel, in the value which the customer will increase the enterprise may account for how many proportions. (6) changes the procedure conformity by the function conformity. In the competition channel intense environment, the enterprise must day by day in a quicker response, the downriver customer's need, thus must effective conformity various departments' transport business, and acts by the procedure -like operating system, the thing flows the work and the activity has the cross function mostly, cross enterprise's characteristic, therefore the procedure type conformity is the thing class manages the successful key point. (7) changes the hypothesized conformity by the vertical conformity. In the traditional channel, some big enterprises carry on the channel the vertical conformity, to through grasps by the time has a bigger strength, the fact proved this is not successful, instead dispersed enterprise's resources, and weakens the principal work. Today the enterprise manages the tendency is dedicated nucleus □0 □$.  The service, makes the non- core business request for the specialized management company, forms the hypothesized enterprise conformity system, causes the main body enterprise to provide a better product and the service. (8) changes the information share by the information retention. Under the supply chain management structure, supplies in the chain to be connected the enterprise to have to supply the information which the chain conformity needs to share with other enterprises, otherwise, is unable to form the effective supply chain system. (9) changes the knowledge study by the training. In future which may foresee, any thing flows the procedure to complete by the manpower. However, the thing flows the work to need to flow the foothold and in mostly the transportation network in each thing carries on, probably some 90% time, the thing flows the manager to be unable to perform to monitor personally. Globalization development tendency, also increased the thing to flow the human resources management the order of complexity. The thing flows the manager to have by the individual personnel skill training way, changes the knowledge foundation the study development. (10) changes the value management by management accounting. Future many enterprises will be willing to invest many resources establishments basic accountant the system, in will provide the increment creation emphatically, the cross enterprise's management information, by the time will be able the true approval creation value work, but must only will lie in the income to increase, in cost fluctuation.
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你可能喜欢求一篇关于物流业务外包的英文论文,加中文翻译的.字如答案较好再赠100分 ,要是外国人写的,有中文翻译的_百度作业帮
求一篇关于物流业务外包的英文论文,加中文翻译的.字如答案较好再赠100分 ,要是外国人写的,有中文翻译的
Physical distribution safeguard production, but produces the existence is the electronic commerce activity foundation, in this sense, the physical distribution is the electronic commerce indirect supporting activity. Electronic commerce's important link, is realizes “take the customer as the center” the idea basic guarantee. the electronic commerce change physical distribution, the physical distribution will also affect the electronic commerce the development, the physical distribution system's consummation will further impel the electronic commerce the development. The electronic commerce influence physical distribution idea, affects the physical distribution system structure, affects the physical distribution the customer service, affects the material purchase also to affect the goods in stock to supply on chain's distribution. the electronic commerce's development sets the new request to the enterprise new physical distribution network. This request enterprise uses the exterior service provider to undertake the enterprise partial or the complete physical distribution function. China is engaged in the third party delivery service the enterprise to aim at the present third party physical distribution the opportunity and the challenge, to meet the electronic commerce need to develop, the adaptation marketability, the network, the globalized economic trend, the positive exploration, dares to innovate, establishes adapts in the Chinese marketability condition modern physical distribution. 一个优秀的企业,应该把主要的精力放在企业的关键业务上,充分发挥其优势,同时与全球范围内的合适的企业建立战略合作关系.企业中非核心业务比如物流管理可以由合作企业来完成,企业通过物流业务外包,可以获得比单纯利用内部资源更多的利润,以及竞争优势.本课题正是在此背景下,通过借鉴国内外有关研究成果,分析国内外企业物流外包的发展现状和存在问题,主要从物流服务需求方的角度,定性分析和定量分析、理论分析和实证分析相结合,希望能对我国物流业发展过程中有关物流业务外包的理论问题与实践课题进行初步地讨论、探索. 21世纪的今天,随着专业物流经营理论的成型,企业物流外包已经成为研讨问题的热点之一.已经有越来越多的企业将自己的物流业务委托给第三方物流公司来完成.但是,我们还是应该清醒地认识到我国企业物流外包的发展与国外发达国家相去甚远,制约我国企业物流外包发展的机制因素也有其特性,因此如何正确认识我国企业物流外包现状,无论是从理论还是实际工作中都值得探讨研究. 一、我国物流费用支出状况 我国物流费用支出状况不容乐观,主要表现在费用支出庞大,具体体现在以下几方面： 1.物流费用支出高 据世界银行的推测,美国的物流成本占整个GDP的9%左右,而中国的物流成本占整个GDP的25%.此外,我国的物流成本一般占总成本的30%～40%,鲜活产品占60%左右甚至更多.而发达国家一般将物流成本控制在总成本的10%左右. 2.库存大,成本高 由于我国物流速度缓慢,长期以来大量库存成了吞噬利润的“虎口”.目前,工业企业历年累计的数万亿巨额库存不仅难以消化,而且新生的库存商品仍在增加.我国生产企业的原材料库存期、生产企业成品库存期和商业企业商品库存期分别为20天、51天、34天.而美国汽车、电子产品和零售企业商品的库存时间仅为12天.据估计,我国的库存商品与GDP的比例高达6.8%,而国际公认的库存商品与GDP的比例发达国家一般不超过1%,发展中国家不超过5%. 3.资金周转速度低 落后的物流和巨大的库存占压资金,从整体上看我国企业资金周转极其缓慢.我国的生产企业和商业企业的流动资金周转速度为1.2次/年和为2.3次/年.而相比之下,建立了现代物流体系日本的生产企业和商业企业的流动资金周转速度为8次/年和16次/年.一些知名的跨国连锁商业企业如沃尔马、家乐福、麦得龙等流动资金周转速度达到了20-30次/年. 4.效率低,物耗高 我国传统的物流状态是“大而全”、“小而全”的小作坊式经营方式,是一种分散、低效、高耗的物流组织形式,各种物流方式互不关联,物流工程中的物资消耗相当惊人.在传统的物流框架下,一件商品从生产出来到最终的消费环节,至少要被搬动、装运几十次.如果实现了社会化的多式联运、一单到底,物流过程中的物耗可以大幅降低. 二、我国物流外包市场现状 我国物流外包市场目前尚未成熟,供需关系极不稳定.以下是根据中国采购与物流联合会完成的全国第四次物流调查资料得出的一些结论. 1.我国企业物流外包市场需求现状 (1)物流外包需求市场潜力巨大,增长较快,第三方物流业有较大发展空间；大多数企业物流需求量处于增长状态,即时性的服务需求也将增多. (2)物流业务外包需求存在着明显的地域和行业分布特点.从地域上看目前需求主要来自东部沿海经济发达地区；从行业上看,电子、烟草、医药等行业生产和流通企业的平均物流量小于机械及原材料行业企业. (3)生产企业自营物流的比例偏高,导致物流业务外包的有效需求还不足.企业物流供应一般都由企业自身或供货方来承担,第三方物流公司承担的较少,据统计我国生产企业原材料、生产企业成品、商业企业等的物流外包所占比例分别为15%、47%、47%. (4)物流外包需求企业对物流服务需求的层次还不高,服务需求仍集中在传统仓储、运输等基本服务上.生产企业的外包物流主要集中在干线运输,其次是市内配送；商业企业的外包物流一般依次集中在市内配送、仓储、干线运输等. (5)物流服务企业目前的信息化程度还不够,难以满足需求企业要求下的整个系统无缝链接,从而达到物流运作的高效率的目标. 2.我国企业物流外包市场供给市场现状 我国企业物流外包市场供给市场现状可以说是物流供给能力有效利用率不高,资源浪费、物流服务水平有待进一步提升. (1)我国物流服务企业规模普遍偏小,500人以上的企业仅占20%左右.并且拥有的物流设施设备及其能力也较弱. (2)我国许多生产和流通企业拥有并保留着自己的运输、仓储、装卸服务物流设施,生产企业和商业企业自身拥有汽车车队、仓库、机械化装卸设备的比例分别为53%和70%、59%和80%、34%和25%,自我物流服务依然是工商企业获得物流服务的重要来源.由此造成企业的运输供给能力还没有达到运输需求规模及网络分布要求,生产企业和商业企业的车辆空驶率平均高达34.70%和38.50%；同时物流企业的仓库供给能力有余,但效率不高,生产企业和商业企业库房平均利用率为78.50%和76.40%.总之现有的功能性物流企业,运作供给能力要大于物流市场需求. (3)从数据来看,物流服务企业的作业能力,以及作业质量能够满足市场的需求,统计显示物流企业的单据准确率为97%、配送及时率为92%、货损率为2%. (4)物流信息系统建设情况有了较大改善,信息建设受到物流企业的重视,拥有物流信息系统的企业比例已经提高到接近60%. 三、影响物流外包的主要因素 1.出于制度和观念的阻碍,其主要表现为以下几点: (1)内部员工的抵制: 企业物流外包是对企业的内部业务流程重组,企业某些员工目前从事的工作很可能会被第三方物流所取代,这也就意味着企业将解雇大批员工,这对企业的管理者来说意味着一个不小的风险. (2)缺乏认识:第三方物流行业相对来说还很年轻,尤其是在中国,一些领先的物流公司只有不到10年的历史.许多企业还没有认识到供应链管理在企业竞争中的巨大作用. (3)害怕失去控制:企业担心,当企业过于依赖第三方物流服务商,却无法控制或影响他们的时候,物流活动的失控可能阻碍核心业务与物流活动之间的联系而降低用户满意度.此外,企业还需要在长期依赖某一个第三方物流服务商和依赖多个第三方物流服务商之间权衡.长期依赖某一个第三方物流服务商会对其资本投资、效率提高具有潜在的好处,但同时又会使其滋生自满情绪而让企业难以控制.为了便于控制,企业应该选择多个第三方物流服务商,但是这种短期行为又会令企业的成本提高或服务质量降低. 2.物流外包业务有其自身的复杂性 首先,供应链物流业务通常和公司其他业务,如财务、营销或制造集成在一起,物流外包业务本身就很复杂.对一些实际业务,包括运输和仓储的集成可能会带来组织上、行政上和实施上的一系列问题.其次,公司内部信息系统的集成性特点,使得把物流业务交给第三方物流公司来运作变得很困难.最后,准确地衡量物流成本对信息技术和人力资源的影响比较困难.很难确定物流外包业务到底能够给企业带来多少潜在的成本好外. 3.第三方物流市场的不成熟也使我国的物流外包举步维艰 在国内,第三方物流市场相对较新,因此行业发展中难免所存在许多不规范的地方.比如第三方物流公司的内部管理失控,在其短期利益的驱使下,尚未树立提供优质服务的经营理念.更有在具体外包细节,以及工作范围划分不明确,第三方物流公司却没能在客户要求的时间内去完成,或者只是为完成而完成,并没有认真对待. 四、对我国物流外包市场健康发展的展望 尽管物流业务外包在近阶段得到迅猛发展,但是未来我国物流外包市场的健康可持续发展必须注意解决好以下几方面的问题. 1.提高物流服务供应方服务水平 这些物流服务方企业必须通过自身成本的降低来优化客户的物流成本,提高运作管理水平,加强规范化管理,明确物流服务供应方的工作范围,要在服务质量、响应速度和费用等多方面争取满足物流需求方的要求. 2.培养专业的物流人才 美国著名物流专家Jack Roser认为：在处理外包时,专业物流顾问与技术工人一样,他的作用比企业领导更重要,合格的顾问能够给项目带来许多领导所不知的东西,他需要去管理维护公司项目设计规划的过程、提供物流需求,以及项目数据,而这些事情常常与外包的成败相关联.企业领导仅仅扮演监督员的角色,如果缺乏具有项目设计和作业操作技能的专业人才,那么,外包营销将无从谈起. 3.供需双方建立有效的协调交流机制 企业的物流外包决策是一个复杂的过程,需求企业与物流服务商的合作也是一个长期磨合的过程,需要双方经常进行信息交流,加强沟通,出现问题及时解决. 总结 在全球正在掀起外包旋风的同时,物流外包在我国却还没有能够引起足够的重视.整个社会的物流效率低下、物流费用惊人.我国已经加入世界贸易组织,外资企业蜂拥而至,如果仍旧保持现状维系大而全的局面,将很难面对来自外国竞争对手的竞争.我国生产及商业企业应该转变观念,认识到物流业务外包的迫切性,及时整合自身优秀的资源,这样才能够增强企业的核心竞争力. 参考文献： [1]孙有望:现代物流导论.同济大学出版社 [2]马士华林勇:供应链管理.机械工业出版社 [3]吕一林:美国沃尔玛一世界零售第一.中国人民大学出版社 [4]董千里:高级物流学.人民交通出版社 [5]胡左浩:现代物流与供应链管理.经济管理出版社 [6]李洁:外包的经济学分析.管理科学文摘 [7]中国物流市场第四次调查报告.物流技术与应用,2003
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