物流外包外文翻譯

1、<p>　　安徽工業(yè)大學(xué)管理學(xué)院畢業(yè)論文</p><p><b>　　英　文　翻　譯</b></p><p>　　專業(yè)班級(jí)：會(huì)合082班</p><p>　　姓 名：馬學(xué)榮</p><p>　　學(xué) 號(hào)：089104268</p><p>　　論文題目：物流外包—確保一個(gè)組織競(jìng)爭(zhēng)

2、優(yōu)勢(shì)的一種手段</p><p><b>　　指導(dǎo)教師：顧銀寬</b></p><p><b>　　2012-5-19</b></p><p>　　物流外包——確保一個(gè)組織競(jìng)爭(zhēng)優(yōu)勢(shì)的一種手段</p><p>　　Logistics Outsourcing—A Means Of Assuring The

3、 Competitive Advantage For An Organization </p><p><b>　　摘要</b></p><p>　　物流方式表明將交付供應(yīng)鏈中的獨(dú)立單位整合成一個(gè)統(tǒng)一的系統(tǒng)的目標(biāo)，完成結(jié)果所需的時(shí)間和資源的損失降到最小的材料和信息流動(dòng)的直接管理。</p><p>　　

4、一個(gè)最新方法的實(shí)施為公司的物流管理提供更多的成效，這個(gè)方法就是外包。物流外包帶來諸多好處，如：減少庫存、減少訂單的交貨時(shí)間、提高運(yùn)輸質(zhì)量、擴(kuò)大生產(chǎn)的靈活性、降低生產(chǎn)成本和加速資金周轉(zhuǎn)等。這保證了較低的生產(chǎn)成本和更好的質(zhì)量交付，這是一個(gè)決定性的競(jìng)爭(zhēng)優(yōu)勢(shì)。物流外包的應(yīng)用有利于資源的合理配置，這是公司擁有的獨(dú)特的競(jìng)爭(zhēng)優(yōu)勢(shì)。</p><p>　　因此，物流外包將作為一種手段應(yīng)用于公司的物流運(yùn)輸中，以確保一個(gè)組織的競(jìng)爭(zhēng)優(yōu)勢(shì)

5、。</p><p>　　關(guān)鍵詞：外包，物流，供應(yīng)商</p><p><b>　　1.簡(jiǎn)介</b></p><p>　　競(jìng)爭(zhēng)優(yōu)勢(shì)，與不斷增長(zhǎng)的全球化和創(chuàng)新，開始逐漸失去其創(chuàng)意和新的競(jìng)爭(zhēng)優(yōu)</p><p>　　勢(shì)，在前端的靈活性，訂單到交貨時(shí)間減少，可靠的高質(zhì)量的交付，和選擇的機(jī)會(huì)。在競(jìng)爭(zhēng)領(lǐng)域，廠家的能力加入其生產(chǎn)過程和系統(tǒng)

6、的規(guī)劃與個(gè)人消費(fèi)者的喜好，將是一個(gè)的決定性的因素。只有通過建立靈活的生產(chǎn)管理系統(tǒng)，與個(gè)別客戶訂單問題的解決方案才是可能的。企業(yè)為什么要搞物流外包?它的緊迫性在哪里?物流外包與傳統(tǒng)意義上的外委、外協(xié)有何本質(zhì)區(qū)別?我們的企業(yè)離物流外包還遠(yuǎn)嗎?這不僅是理論界要回答的問題，更是企業(yè)界應(yīng)認(rèn)真思考的問題。談到物流外包必定涉及供應(yīng)鏈和第三方的發(fā)展，涉及到現(xiàn)代物流的發(fā)展方向，更涉及企業(yè)的核心競(jìng)爭(zhēng)力。理論界對(duì)這一點(diǎn)的認(rèn)識(shí)顯得有些浮躁，而企業(yè)對(duì)此的認(rèn)識(shí)比較

7、滯后。目前大多數(shù)企業(yè)守候在自營(yíng)物流那片天地，真正搞物流外包的不到20%，并且不規(guī)范、不系統(tǒng)。盡管現(xiàn)在物流炒得很熱，但企業(yè)對(duì)物流外包重要性的認(rèn)識(shí)依然很淺。調(diào)查表明，湖南有82%的企業(yè)對(duì)現(xiàn)代物流的認(rèn)識(shí)模糊，大多把貨物運(yùn)輸或貨代等同于現(xiàn)代物流;有54%的企業(yè)至今未有發(fā)展物流的計(jì)劃或設(shè)想，更沒有把重構(gòu)內(nèi)部供應(yīng)鏈和發(fā)展物流外包提上議事日程，看來還需要更多的示范、引導(dǎo)，更多的宣傳、培訓(xùn)和更多的市場(chǎng)培育。</p><p>　　

8、首先，它需要的新的或最新的概念，如CFM（以客戶為中心的制造），SCM（供應(yīng)鏈管理），基于相同的概念作為企業(yè)資源規(guī)劃（ERP），客戶關(guān)系管理技術(shù)，生產(chǎn)管理的實(shí)施（客戶關(guān)系管理）等，也將要求供應(yīng)處理，物流中介機(jī)構(gòu)的互動(dòng)為基礎(chǔ)的生產(chǎn)和有效的分配同步。</p><p>　　其次，它在微觀和宏觀層面上是一個(gè)必要的優(yōu)化運(yùn)輸系統(tǒng)。復(fù)雜的運(yùn)輸基礎(chǔ)設(shè)施的發(fā)展是基于標(biāo)準(zhǔn)化的商品，貨物，運(yùn)輸方式，裝卸貨物，交貨速度，拓寬道路和鐵路網(wǎng)

9、絡(luò)，完善的售后服務(wù)維修。</p><p>　　第三，信息交流起著越來越重要的作用。工業(yè)企業(yè)在信息領(lǐng)域的互動(dòng)，使信息可以以正確的形式被查閱，在合適的時(shí)間，通過正確的當(dāng)局和真實(shí)類型，防止未經(jīng)授權(quán)的使用。</p><p>　　外包是指企業(yè)動(dòng)態(tài)地配置自身和其他企業(yè)的功能和服務(wù)，并利用企業(yè)外部的資源為企業(yè)內(nèi)部的生產(chǎn)和經(jīng)營(yíng)服務(wù)。 外包是一個(gè)戰(zhàn)略管理模型,所謂外包（Outsourcing），在講究專業(yè)分

10、工的二十世紀(jì)末，企業(yè)為維持組織競(jìng)爭(zhēng)核心能力，且因組織人力不足的困境，可將組織的非核心業(yè)務(wù)委托給外部的專業(yè)公司，以降低營(yíng)運(yùn)成本，提高品質(zhì)，集中人力資源，提高顧客滿意度。外包業(yè)是新近興起的一個(gè)行業(yè)，它給企業(yè)帶來了新的活力。外包將您解放出來以更專注于核心業(yè)務(wù)。外包合作伙伴為您帶來知識(shí)，增加后備管理時(shí)間。在執(zhí)行者專注于其特長(zhǎng)業(yè)務(wù)時(shí)，為其改善產(chǎn)品的整體質(zhì)量。最近外包協(xié)會(huì)進(jìn)行的一項(xiàng)研究顯示外包協(xié)議使企事業(yè)節(jié)省9%的成本，而能力與質(zhì)量則上升了15%。

11、公司需要獲得其內(nèi)部所不具備的國(guó)際水準(zhǔn)的知識(shí)與技術(shù)。外包解放了公司的財(cái)務(wù)資本使之用于可取得最大利潤(rùn)回報(bào)的活動(dòng)。本文的目的是研究物流外包的應(yīng)用，作為一種手段，來確保一個(gè)組織的競(jìng)爭(zhēng)優(yōu)勢(shì)。</p><p>　　2.現(xiàn)代物流管理和外包</p><p>　　物流過程的目的是制定物流的基本規(guī)則 - 7R原則：要在正確的時(shí)間和正確的地點(diǎn)，以正確的客戶在正確的成本交付正確的產(chǎn)品在正確的數(shù)量與質(zhì)量。無視上述條

12、件的任何一個(gè)，都可能導(dǎo)致客戶的流失。因此，減少了公司的競(jìng)爭(zhēng)優(yōu)勢(shì)，并降低了其市場(chǎng)份額。</p><p>　　不同于傳統(tǒng)的物流方式，表明一體化（技術(shù)，技術(shù)，信息和經(jīng)濟(jì)）的獨(dú)立單位在提供供應(yīng)鏈成一個(gè)統(tǒng)一的系統(tǒng)的直接管理，物料流和信息流的目標(biāo)完成預(yù)期的結(jié)果，以使時(shí)間和資源達(dá)到最小損失。</p><p>　　在一個(gè)企業(yè)實(shí)施最新的物流管理使其降低生產(chǎn)成本，減少庫存，對(duì)運(yùn)送商品的高傾向性，訂單到交付時(shí)間

13、減少和質(zhì)量的提高，擴(kuò)大生產(chǎn)的靈活性，，加速資金周轉(zhuǎn)。這可以保證較低的生產(chǎn)成本和更好的質(zhì)量交付，這是一個(gè)決定性的競(jìng)爭(zhēng)優(yōu)勢(shì)。</p><p>　　除了降低操作成本，物流的組織戰(zhàn)略的基本方向之一是集中在業(yè)務(wù)和運(yùn)營(yíng)的上。這將有助于資源的合理配置，是值得競(jìng)爭(zhēng)的公司的獨(dú)特優(yōu)勢(shì)（技術(shù)，訣竅，專用設(shè)備，和訓(xùn)練有素的人員）。這種方法可以被定義為“核心競(jìng)爭(zhēng)力”。</p><p>　　因此，通用的做法是使用“外

14、包”越來越廣泛。</p><p>　　“外包”一詞表明自己的業(yè)務(wù)流程的收縮或下降，通常，這是沒有核心內(nèi)容之一的，當(dāng)把它傳遞給一家專門在這一領(lǐng)域的公司，它是不盈利的。</p><p>　　使用外包的主要優(yōu)勢(shì)在于它是讓組織重點(diǎn)放在其基本活動(dòng)。</p><p>　　組織可以通過外包其職能或活動(dòng)，包括從人力資源管理，物流，信息維護(hù)，工資處理，甚至生產(chǎn)本身。</p>

15、;<p>　　3.物流供應(yīng)商的類型</p><p>　　據(jù)推測(cè)，外包物流服務(wù)（第三方物流的物流外包）是作為一個(gè)活動(dòng)傳遞的一部分或全部物流功能，基本上是從非生產(chǎn)性質(zhì)，外部物流組織即第三方物流供應(yīng)商上定義的。物流供應(yīng)商（LP）可以進(jìn)一步被稱為物流服務(wù)供應(yīng)商或第三方物流服務(wù)提供者（LSPs, 3PLs, TPLs）。他們是在物流領(lǐng)域提供服務(wù)的貿(mào)易組織，執(zhí)行單獨(dú)的操作或復(fù)雜的物流功能（如倉庫庫存，運(yùn)輸，訂單

16、管理，物流等）及完成客戶組織的物流鏈綜合管理。</p><p>　　企業(yè)可能留下關(guān)于外部合作伙伴的所有物流業(yè)務(wù)，包括咨詢，執(zhí)行必要的調(diào)查，以及信息的實(shí)施系統(tǒng)。這些企業(yè)往往擁有豐富的物流管理經(jīng)驗(yàn)，以及合理的處置人才和發(fā)達(dá)基礎(chǔ)設(shè)施（終端或終端網(wǎng)絡(luò)，汽車庫，甚至國(guó)際運(yùn)輸代理）。第三方物流服務(wù)提供者主要是子公司，它獨(dú)立于他們的總部（貨運(yùn)公司，公司提供倉儲(chǔ)服務(wù)等）以滿足消費(fèi)者日益增長(zhǎng)的需求，及為他們提供更廣泛的服務(wù)。<

17、;/p><p>　　第三方物流服務(wù)的提供商有五種類型的：LP-運(yùn)營(yíng)商公司，LP-保稅倉營(yíng)辦商，LP-貨運(yùn)代理及代理公司，LP-優(yōu)化運(yùn)輸服務(wù)，和LP-軟件處理程序。</p><p>　　這些公司也可以分為兩類，同時(shí)銘記另一個(gè)原則：資產(chǎn)型企業(yè)及非資產(chǎn)型企業(yè)，在其活動(dòng)中都使用外包。</p><p>　　資產(chǎn)型企業(yè)擁有或通過租賃合同取得的交通工具，倉庫等。非資產(chǎn)型企業(yè)與其他公司

18、締結(jié)的合同，呈現(xiàn)在實(shí)物分配領(lǐng)域的全部或部分服務(wù)。提供信息服務(wù)的企業(yè)，是一個(gè)非資產(chǎn)基礎(chǔ)的公司，作為中介公司的物流系統(tǒng)的優(yōu)化，及與其他基于資產(chǎn)的公司的互動(dòng)合同的基礎(chǔ)上的變化。</p><p>　　根據(jù)Armstrong&Associates 公司(1999)的要求，在倉儲(chǔ)領(lǐng)域中的增值服務(wù)領(lǐng)域及運(yùn)輸優(yōu)化的企業(yè)收入超過1/3，則屬于非資產(chǎn)型物流供應(yīng)商。</p><p>　　除了上述優(yōu)勢(shì)，物

19、流外包的運(yùn)用正在擴(kuò)大的原因是：</p><p>　　- 高品質(zhì)服務(wù)的專業(yè)公司;</p><p>　　-使用外包，增加靈活性的公司；</p><p><b>　　-協(xié)同效應(yīng)；</b></p><p>　　-沒有足夠的專業(yè)知識(shí)在企業(yè)的員工中，使用外包；</p><p>　　-公司提供物流服務(wù)的經(jīng)驗(yàn)；&

20、lt;/p><p><b>　　-戰(zhàn)略原因。</b></p><p>　　4.可以通過物流外包的活動(dòng)</p><p>　　在物流方面有許多復(fù)雜的活動(dòng)，可通過外包企業(yè)執(zhí)行。企業(yè)物流外包是指生產(chǎn)或銷售等企業(yè)為集中資源和精力在自己的核心業(yè)務(wù)上，增強(qiáng)企業(yè)的核心競(jìng)爭(zhēng)能力，把自己不擅長(zhǎng)或沒有比較優(yōu)勢(shì)的物流業(yè)務(wù)部分或全部以合同方式委托給專業(yè)的第三方物流公司運(yùn)作，

21、物流外包是一種長(zhǎng)期的、戰(zhàn)略的、相互滲透的、互利互惠的業(yè)務(wù)委托和合約執(zhí)行方式。企業(yè)物流外包所推崇的理念是：如果我們?cè)诋a(chǎn)業(yè)價(jià)值鏈的某一環(huán)節(jié)上不是世界上最好的，如果這又不是我們的核心競(jìng)爭(zhēng)優(yōu)勢(shì)，如果這種活動(dòng)不至于把我們同客戶分開，那我們應(yīng)當(dāng)把它外包給世界上最好的專業(yè)企業(yè)去做。即：首先確定企業(yè)的核心競(jìng)爭(zhēng)優(yōu)勢(shì)，并把企業(yè)內(nèi)部的技能和資源集中在那些具有核心競(jìng)爭(zhēng)優(yōu)勢(shì)的活動(dòng)上，然后將剩余的其他企業(yè)活動(dòng)外包給最好的專業(yè)企業(yè)。從這樣的理念可知，企業(yè)物流外包的目

22、的就是以供應(yīng)鏈為腹地，跨越企業(yè)邊界合理配置資源，提高企業(yè)核心競(jìng)爭(zhēng)力。其推動(dòng)力來自競(jìng)爭(zhēng)和供應(yīng)鏈的發(fā)展，因?yàn)?1世紀(jì)的競(jìng)爭(zhēng)不是企業(yè)與企業(yè)之間的競(jìng)爭(zhēng)，而是供應(yīng)鏈與供應(yīng)鏈之間的競(jìng)爭(zhēng)，這就是企業(yè)物流外包的基本推動(dòng)力。企業(yè)物流外包不單是業(yè)務(wù)形式的變化，還有更深層的原因。從發(fā)展核心競(jìng)爭(zhēng)力的角度看，企業(yè)物流外包是一個(gè)相當(dāng)緊迫的問題。物流外包有利于</p><p>　　當(dāng)外包問題是被決定的，許多公司拒絕它，并保持它自身的分配功能，

23、因?yàn)楣究梢該碛袀}庫，車庫等其他方式，可即使在那些處理的情況下，更重要的問題是開發(fā)的成本。企業(yè)沒有選擇物流外包，也并不一定是鐘情于自營(yíng)物流，而是擔(dān)心物流外包的條件和時(shí)機(jī)尚未成熟。如果區(qū)域物流平臺(tái)能以低于或接近企業(yè)的物流成本及時(shí)為企業(yè)提供全方位的物流服務(wù)，企業(yè)沒有理由選擇自營(yíng)物流。就目前而言，雖然運(yùn)輸體系有了很大的改善，但整合各種物流資源的區(qū)域物流平臺(tái)尚未真正建立，物流商未能使企業(yè)消除成本和時(shí)間方面的顧慮。消除企業(yè)擔(dān)憂，及時(shí)為企業(yè)顧客提供

24、低成本的物流服務(wù)，正是企業(yè)物流外包的重要前提，也是最重要的外部約束條件。離開這一點(diǎn)來談企業(yè)物流外包就只能是空談。</p><p>　　除了人員費(fèi)用，設(shè)備和場(chǎng)所的維修費(fèi)用（如倉庫等）。有其他的費(fèi)用可以是困難的，包括在資產(chǎn)負(fù)債表結(jié)構(gòu)中的（不那么重要）。這些費(fèi)用都是交通管理的成本，安全成本，使用的交通工具的成本，信息服務(wù)的成本，稅收，行政和人事問題的監(jiān)管成本，和法律支持的成本。</p><p>

25、　　信息化是一個(gè)重要方面，是公司的物流活動(dòng)和物流鏈控制的基本來源中。信息系統(tǒng)建設(shè)也是一個(gè)很重要的問題，對(duì)于溝通供需，縮短時(shí)空距離，解決及時(shí)性問題，實(shí)現(xiàn)物流與信息流統(tǒng)一是非常重要的。建立區(qū)域物流平臺(tái)的信息系統(tǒng)有利于快速地采集、處理和反饋信息，解決速度問題，同時(shí)也能降低物流成本。建設(shè)信息系統(tǒng)要以區(qū)域物流平臺(tái)的信息系統(tǒng)為軸心，以電子商務(wù)為依托。</p><p>　　有一種觀點(diǎn)認(rèn)為企業(yè)的物流外包會(huì)導(dǎo)致物流鏈?zhǔn)タ刂?。然?/p>

26、許多第三方物流提供商，在倉儲(chǔ)和運(yùn)輸過程中運(yùn)用新的測(cè)試技術(shù)，來鏈接到一個(gè)統(tǒng)一的信息流。</p><p>　　如今的市場(chǎng)條件正在迅速變化，這些公司，希望有競(jìng)爭(zhēng)力，需要從他們的附屬機(jī)構(gòu)及公司，來根據(jù)合同外包快速反應(yīng)。</p><p>　　買方的要求越來越高及了解的知識(shí)越來越多，所以他/她選擇的是比以往任何時(shí)候都更廣泛。外包組織在沒有吸引永久性的助手的情況下，它有可能迅速擴(kuò)大現(xiàn)有的市場(chǎng)機(jī)會(huì)。它也可

27、以利用其網(wǎng)絡(luò)運(yùn)營(yíng)商的優(yōu)勢(shì)，以擴(kuò)大運(yùn)輸上的選擇。</p><p>　　在一家公司的情況可能會(huì)有所不同，從利潤(rùn)上的生存角度看，在于按照它在何種程度上滿足客戶的期望。可以預(yù)計(jì)，該組織內(nèi)部各部門查明情況比外包公司更迅速和更敏銳。</p><p>　　然而，服務(wù)機(jī)構(gòu)提供服務(wù)是生存的手段，因而他們的成功是直接與客戶公司的成功。</p><p>　　當(dāng)一個(gè)外部的物流合作伙伴選擇應(yīng)

28、該有興趣討論的不僅是自身的需要，也是它的用戶組織的客戶的需求。物流組織已制定物流活動(dòng)關(guān)鍵參數(shù)的設(shè)置標(biāo)準(zhǔn)。專業(yè)供應(yīng)商可以實(shí)施多項(xiàng)計(jì)劃，以維護(hù)和改善其服務(wù)質(zhì)量。越是競(jìng)爭(zhēng)激烈的產(chǎn)業(yè),企業(yè)越是要強(qiáng)化對(duì)供應(yīng)和分銷渠道的控制,對(duì)物流運(yùn)作水平的要求越高。由于企業(yè)自身物流運(yùn)作水平的不佳,將極大影響企業(yè)的生產(chǎn)經(jīng)營(yíng)活動(dòng),物流業(yè)務(wù)外包是其必然選擇。目前我國(guó)家電企業(yè)紛紛采用物流業(yè)務(wù)外包就是最好的證明。它們通常包括在其合同中的性能指標(biāo)。</p>&

29、lt;p>　　當(dāng)他們超越客戶的期望，他們提供參與利潤(rùn)分配的基礎(chǔ)上，討論的協(xié)議，他們未能完成設(shè)置任務(wù)時(shí)，他們?cè)敢庵Ц读P款和沒收財(cái)產(chǎn)。</p><p>　　許多運(yùn)營(yíng)商根據(jù)季節(jié)的波動(dòng)性設(shè)定了其產(chǎn)品的范圍。這些季節(jié)上的波動(dòng)影響了配送和運(yùn)輸量。維護(hù)自身的資產(chǎn)也是一個(gè)產(chǎn)生多余成本的先決條件。因此，倉儲(chǔ)和運(yùn)輸服務(wù)外包是相當(dāng)于一個(gè)適當(dāng)?shù)奶娲约旱能噹旌蛡}庫的場(chǎng)所。</p><p>　　當(dāng)一家公司推出

30、市場(chǎng)上的新產(chǎn)品，這通常會(huì)導(dǎo)致其在物流鏈中的改變。此外，產(chǎn)品的商品化，表明兩個(gè)選擇-產(chǎn)品可能在市場(chǎng)上通行成功也可能不會(huì)。外部組織可以有效地提升分配以削減成本，維修場(chǎng)所（例如倉庫），基本設(shè)備（汽車）、人力資源（人員）。</p><p>　　原 作 者： George Baker</p><p>　　出版物名稱：The Journal of Economic Perspective</p&

31、gt;<p>　　出版時(shí)間：June 2006</p><p>　　Logistics Outsourcing—A Means Of Assuring The Competitive Advantage For An Organization</p><p>　　The Journal of Economic Perspective </p><p&g

32、t;　　George Baker</p><p><b>　　Abstract</b></p><p>　　The logistics approach suggests integration of separate units in the delivery supply chain into a unified system of direct manageme

33、nt of material and information flows targeting the accomplishment of the desired result with a minimum loss of time and resources.</p><p>　　The implementation of an up-to-date logistics management in compani

34、es provides more effectiveness. This means to use outsourcing. Logistics outsourcing brings to the reduction of stocks, order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibili

35、ty, lowering the cost of production, accelerated capital turnover. This guarantees lower production costs and better quality of deliveries, which is a decisive competitive advantage. The application of logistics o</p&

36、gt;<p>　　So this work debates the application of logistics outsourcing as a means for ensuring competitive advantages for an organization.</p><p>　　Keywords: outsourcing, logistics, provider</p>

37、<p>　　1. Introduction</p><p>　　The competitive advantages, connected with the growth of globalization and innovations, begin to lose gradually their originality, and new competitive advantages come up

38、 in front-flexibility, order-to-delivery lead-time reductions, reliable and quality deliveries, and choice opportunities. The ability of manufacturers to join the individual consumer preferences together with their produ

39、ction process and system of planning will be a decisive factor in the field of competition. The solution of the</p><p>　　Firstly, it will require the implementation of new and up-to-date concepts of producti

40、on management like CFM (Customer Focused Manufacturing), SCM (Supply Chain Management) and technologies, based on the same concepts as ERP (Enterprise Resource Planning), CRM (Customer Relationship Management), etc. It w

41、ill also require supply handling, synchronized with production and effective distribution based on the interaction of logistics intermediaries.</p><p>　　Secondly, it is necessary to optimize the transportati

42、on system both at a micro- and macro-level. The complex development of transport infrastructure is based on the standardization of goods and freight, means of transportation, mechanisms of handling cargo, delivery speed,

43、 widening of road and railway networks, improvement of service maintenance.</p><p>　　Thirdly, the information exchange plays an increasing part. Industrial companies have to interact in the field of informat

44、ion so that information can be accessed in the right form, at the right time, by the right authorities and in authentic type, protected from unauthorized use.</p><p>　　The aim of the paper is to examine the

45、application of logistics outsourcing as a means of assuring a competitive advantage for an organization.</p><p>　　2. Contemporary logistics management and outsourcing</p><p>　　The aim of logisti

46、cs process is formulated by the basic rule of logistics – the 7R principle: the right product with the right quality in the right quantity has to be delivered at the right time and right place to the right customer at th

47、e right cost. Disregarding of even one of the above conditions may lead to a loss of customers and, thus, to a decrease of the company’s competitive advantages and reduction of its market share.</p><p>　　The

48、 logistics approach, unlike the traditional one, suggests integration (technical, technological, information and economic) of separate units in the delivery supply chain into a unified system of direct management of mate

49、rial and information flows targeting the accomplishment of the desired result with a minimum loss of time and resources.</p><p>　　The implementation of an up-to-date logistics management in companies provide

50、s reduction of stocks, high predisposition of merchandise towards deliveries, order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibility, lowering the cost of production, accel

51、erated capital turnover. This guarantees lower production costs and better quality of deliveries, which is a decisive competitive advantage.</p><p>　　Besides lowering the operative costs, together with the l

52、ogistics ones, one of the basic directions of the organization strategy is concentrated on priority types of business and operations. This helps the rational allocation of resources to those types of business, which are

53、worth competing and where the company has distinctive advantages (technology, know-how, special equipment, and trained personnel). This approach can be defined as “core competence”.</p><p>　　The universal pr

54、actice therefore is to use “outsourcing” more and more widely.</p><p>　　The term “outsourcing” suggests contraction or decline of one’s own business process, usually that, which is not the core one (not the

55、profiling one) and/or that, which is not profitable for the company and passing it to a company, which specializes in this field.</p><p>　　The main advantage in the use of outsourcing is that it lets the org

56、anization focus on its basic activity.</p><p>　　Organizations can actually pass to outsourcing each of their functions or activities ranging from human resources management to logistics, information maintena

57、nce, payroll processing and even production itself.</p><p>　　3. Types of logistics providers</p><p>　　It is assumed that the outsourcing of logistics services (3PL’s Logistics Outsourcing) is de

58、fined as an activity which passes a part or all of the logistics functions, basically from the non-production character, to external logistics organizations – third-party logistics providers. Logistics providers (LP) can

59、 be further called Logistics Service Providers or 3PL providers (LSPs, 3PLs, TPLs). They are trade organizations, which provide services in the fields of logistics, execution of separate o</p><p>　　Companies

60、 may leave under the control of an external partner all logistics operations, including consulting, execution of the necessary surveys, and implementation of information systems. These companies frequently possess rich e

61、xperience in logistics management, have at their disposal qualified personnel and developed infrastructure (terminal or terminal network, car pool, often even international transport agents).3PL providers are predominant

62、ly daughter companies, which separate from their he</p><p>　　There are five types of 3PL providers: LP – carrier-companies, LP – warehouse operators, LP – freight forwarding & broker companies, LP – opti

63、mizing transportation services, and LP – software processing programs.</p><p>　　These companies may also be divided into two categories, bearing in mind another principle: asset-based companies and non-asset

64、 based companies, using outsourcing in their activities.</p><p>　　Asset-based companies possess or obtain through lease contracts means of transportation, warehouses, etc. Non-asset based companies conclude

65、contracts with other firms, rendering all or part of the services in the field of physical distribution. Firms providing information services are a variation of non-asset based companies which act as intermediaries in th

66、e optimization of company’s logistics systems and interact with other asset-based companies on a contract basis.</p><p>　　According to the requirements of Armstrong and Associates (1999), over 1/3 of the rev

67、enue belongs to non-asset based logistics providers, employed in the sphere of rendering value-added services in the field of warehousing and to the companies optimizing transportation.</p><p>　　In addition

68、to the above mentioned general advantages, the use of logistics outsourcing is being extended because of:</p><p>　　- High quality servicing by the specialized company;</p><p>　　- Growing flexibi

69、lity of the company, using outsourcing;</p><p>　　- Synergic effect;</p><p>　　- Insufficient expertise among employees in the company, using outsourcing;</p><p>　　- Experience in com

70、panies, providing logistics services;</p><p>　　- Strategic reasons.</p><p>　　4. Activities that can be passed to logistics outsourcing</p><p>　　In logistics there is a multitude of

71、complex activities, which can be passed for execution to outsourcing companies. These might include: management of inbound material flow (supply management), inventory management, and management of procedures for receivi

72、ng and handling of customer offers, conventional and special packaging, transportation, JIT (just-in-time) deliveries, warehousing, information and software and hardware maintenance. Yet before a function will be passed

73、to outsourcing company </p><p>　　When the issue of outsourcing is being decided, many companies reject it and maintain the distribution function on its own, because companies could possess warehouses, car po

74、ol, etc. This way or the other, the possibility of using outsourcing may be treated even in those cases, because the issue of exploitation costs is more important.</p><p>　　Besides personnel costs and costs

75、for maintenance of equipment and premises (e.g. warehouses, etc.) there are other costs that can be difficult to include in the structure of the balance sheet (which are not less important). These are costs for transport

76、ation management, security costs, and costs for using means of transportation, information service costs, taxes, costs for regulation of administrative and personnel issues, and legal support.</p><p>　　Infor

77、mation is an important aspect in the company’s logistics activity and a basic source of control in the logistics chain.</p><p>　　There is an opinion that the outsourcing of company’s logistics will lead to l

78、oss of control over the logistics chain. Yet many 3PL providers possess new, tested technologies, with the help of which, the processes of warehousing and transportation can be linked into a unified information flow.<

79、/p><p>　　Today the market conditions are changing rapidly and those companies, wishing to be competitive, require quick reactions both from their subsidiaries and the companies, which are under contract for out

80、sourcing.</p><p>　　The buyer is becoming more demanding and knowledgeable nowadays and his/her choice is wider than ever. The outsourcing organization has the possibility to quickly expand the existing marke

81、t opportunities without attracting permanent assistants. It can also take advantage of its network of carriers, in order to expand the options for transportation.</p><p>　　The situation in a company may vary

82、 from survival to profit in accordance with the extent to which it satisfies customer expectations. It can be expected that the internal departments of the organization identify the situation more quickly and more acutel

83、y than the outsourcing company.</p><p>　　Yet for the servicing organizations to render services is a means for survival, hence their success is directly linked with the success of the client-company.</p&g

84、t;<p>　　When an external logistics partner is being chosen it should be interested in discussing not only its own needs, but also the needs of the customers of its user organization. The logistics organization has

85、 to set standards for key parameters of its activity. Professional providers may implement a number of programs in order to maintain and improve the quality of their services. They usually include performance metrics in

86、their contracts. </p><p>　　When they surpass their customers’ expectations they offer to discuss agreements on the basis of the participation in the division of profit, and when they fail to complete the set

87、 assignment they are ready to pay fines and forfeiture.</p><p>　　Many carriers of goods maintain a range of products, characterized by the significant seasonal fluctuations in demand. These fluctuations infl

88、uence distribution and transportation volumes. The maintenance of own assets is also a prerequisite for generating excess costs. Outsourcing of warehousing and transportation services therefore is an adequate alternative

89、 to own car pool and warehouse premises.</p><p>　　When a company introduces a new product on the market this usually causes alterations in the logistics chain. Furthermore, commercialization of the product s

90、uggests two alternatives – the product may succeed in prevailing on the market or it may not. The external organization can improve significantly the effectiveness of distribution by cutting the costs for maintenance of