物流聯(lián)盟：歐洲一體化趨勢(shì)與展望【外文翻譯】

1、外文翻譯原文LOGISTICAL ALLIANCES: TRENDS AND PROSPECTS IN INTEGRATED EUROPEMaterial Source: JOORNAL OE BUSINESS LOGISTICS. Author: PrabirK.Bagchi Helge VirumThe processes of integration in Europe, the GATT agreements, and the developments in Eastern Europe are bringing radical changes to the European busi

2、ness environment. The European Union (EU) may become the wealthiest and perhaps the largest market in the world. The proposed union has already had an enormous influence on the business structure of every member country, as once protected industries lose national patronage and regulatory shields and

3、 face stiff competition in a more open marketplace. The intensity will only increase in the future. At the same time, new market opportunities are becoming available in many industries. Recent studies have shown that the integration process in Europe is already having a major effect on the transport

4、ation and logistics sector.Experts often say that we live in a global economy. As countries open their markets,competition intensifies. Business decisions have become more globalized. The whole world becomesthe center stage for leading-edge companies. Such companies procure materials from and distri

5、butefinished goods all over the world. Logistics becomes an area of strategic importance and a source forcompetitive advantage. A close examination of global trade during the last ten years reveals that worldwide growth of imports and exports far outstripped GNP growth during the same period.Accordi

6、ng to the UN Statistical Yearbook, in dollar terms, international trade was 10 times larger in 1990 than 1970. This spectacular growth in international trade took place both in sourcing of raw materials, components, and semi-finished goods and in global distribution of finished products.Domestic mar

7、kets in developed countries no longer mean domestic competitors only. Thus, in the 1990s and beyond, the continued existence of a company may depend on how successfully it can tap the global marketplace.The global marketplace is characterized by more opportunities as well as more competition. In a m

8、ore competitive world, companies try harder to identify better ways to satisfy their customers. One major area increasingly used these days to provide competitive advantage to companies is logistics. Managers are no longer using logistics excellence only as the means for cutting costs; they are ever

9、 more relying on logistics to offer differentiated service to customers in order to become more com-petitive. As global logistics assumes more importance, European companies are turning to numbers of logistical alliances.Using case studies, this research looks at the formation and working of logisti

10、cal alliances in inte-grated Europe. In the next section, we define logistical alliance and analyze the rationale for formation.Next, we explain the purpose of this study and the research method. Then we critically examine a few working logistical alliances based on our field studies with ten Europe

11、an firms. These sample firms include both shippers and logistics service providers. Next, based on these cases, we offer a logistical alliance process model and discuss the steps involved in selecting the right alliance partner. Finally, we discuss the implications of logistical alliances in logisti

12、cs strategy and provide directions for further research.LOGISTICALALLIANCESIncreased competition, higher customer expectations, and rising costs have forced companies to seek radically new ways to succeed in the marketplace. Strategic alliances are often used to ratio-nalize business operations and

13、improve the overall competitive position of a company. The proces of forming a strategic alliance is important becauseof the sheer speed and dynamism of technolog-ical changes that have opened up a wide range of new activities. The emphasesare often on combining capabilities to speed development, ac

14、hieve new performance levels, and meet customer needs better. A strategic alliance allows a company to take advantage of what it does well and enables it to seek partners who have strengths in other areas. Several studies have suggested that successfu strategic alliances offer the following benefits

15、:.enables partner companies to offer an extended product/service vides access to a larger pool of talent.helps partners obtain better customer value.gives access to wider markets.enables partners to share resources and risks.improves competitive position of the partners in the marketplace.a

16、llows companies to focus on core competence.Forming logistical alliances or using a third party for logistics needs, as it is more commonly known, is nothing new in Europe. Companies in the UK, Scandinavia, and the Netherlands have been using logistical alliances for quite some time. These alliances

17、 probably started with shippers outsourcing some or all transportation and distribution functions. Later, the users added some warehousing functions. Refiecting the present scope of the use of logistical alliances, Laarhaven and Sharman write:"Companies as diverse as computer manufacturers and

18、grocery retailers are increasingly forming alliances with the providers of logistics services in an attempt both to improve delivery for their cus- tomers and to reduce their own logistics costs. According to their estimates, in Western Europe alone,logistics alliances annually involve $2 billion.Wh

19、at are logistics alliances? Experts have used the term to mean different arrangements. In this study, it means a long-term formal or informal relationship between shippers and logistics providers to render all or a considerable number of logistics activities for the shipper. Shippers and logistics p

20、roviders see themselves as long-term partners in this arrangement. Although these alliances may start with a narrow range of activities, there is a potential for a much broader set of value-added services, including simple fabrication, assemblies, repackaging, and supply chain integration. In contra

21、st, arrangements with a vendor to supply one or just a few products or services would simply be called outsourcing or third party logistics. To clarify further, a comprehensive partnership arrangement including a broad or a complete range of products and services on a long-term basis may be called a

22、 logistics alliance. For example, one of the earliest logistical alliances was between Rank Xerox and Frans Maas more than a decade ago.A' Although initially started as a collaboration between the com- panies to provide reliable transportation of inbound materials as a part of Rank Xerox's e

23、fforts to imple-ment just-in-time (JIT) inventory systems, over the years the relationship has truly blossomed into a full-blown logistics alliance covering inbound and outbound transportation, total warehousing needs,and other value-added activities.A close examination of the services currently off

24、ered by third-party logistics providers on both sides of the Atlantic reveals that a wide range of value-adding services are already available. In the near future, the service provider will supply the reverse logistics needs of the customer. Logistics companies are constantly adding more innovative

25、services. When the customers' dependencyarrangement with the provider becomes rather pervasive and includes a broad range of products and services, and when the provider can truly be considered an extension of the customer, we can term the relationship an alliance.RESEARCH PURPOSES AND METHODSTh

26、is study investigates the process involved in forming logistics alliances. Specifically, we want to understand the rationale, the steps involved, the obstacles faced, the effect of the alliance on the shipper and the provider, and what makes these alliances successful. Our goal is to capture the cha

27、nges in logistics systems in these companies so as to develop a framework for logistics alliance formation. We hope this model can be a guide for prospective alliance seekers in choosing the right partner and helping them manage the formation process.Case study analysis was the principal means used

28、to examine field data. Ten firms were selected based on their market reputation in logistics, willingness to share their experience, and the researchers' budgetary constraints. The sample included both shippers and logistics service providers. The com-panies represented food, grocery, consumer e

29、lectronics, computer and peripheral equipment, business machines, and heavy machinery industries. The companies' home offices were situated on both sides of the Atlantic. All the companies represented in our sample except one were multinationalcorporations. We wanted to understand the process of

30、 selecting partners and administering the partnership. Forming a partnership and nurturing it often involves years of painstaking efforts by both parties. This process can not be fathomed by a mail survey.The research questions often required long answers. Quite frequently, the researchers needed ac

31、tual observation of the process on site. The few times that we used a questionnaire to guide us during our interviews clearly showed its weakness. Most site visits took more than a day. In several instances,we had to visit firms more than once. Thus, the responsesexpected were beyond the scope of si

32、mple "yes" or "no" answers. As would be evident from the research by Yin," the case study method seems to be the best approach in such circumstances. Most site visits were followed by in-depth discussions with senior managers and directors. In one case, the researchersinterv

33、iewed the CEO of the company. In a few cases, the researchers verified the shippers' stories in interviews with their logistics providers. Apart from consuttations regarding the company characteristics observed, the discussions often covered matters germane to the industry the manager represente

34、d.By virtue of the seniority of these managers and long experience in a particular industry, their responses were considered representative of their industry. In the next section, we describe the cases and discuss the events leading to the use of logistics attiances.THE CASE STUDIESTHE CASE STUDIESA

35、ttiances are an essentiatand ongoing part of business for many companies. Some alliances succeed, while some do not. We studied ten companies to uncover the important elements that contribute to alliance formation. The sample contained manufacturers of computer and business machines, two consumer el

36、ectronics companies, and two automotive manufacturers; the rest were from food, heavy machinery, and other areas. Although the sample size is small and the results may not have statistical significance, we believe the study captures some important trends in the togistics business. These companies to

37、ok a close look at the potential of logistics alliances and evaluated various alternatives.Company A is a major supplier in a mature market dominated by a small number of large competitors. Product demand is very much infiuenced by general fluctuations in the international economy. At the end of 198

38、0, market demand fell dramatically, and for several years company A struggled.All major business processeshad to be redefined and reengineered for its survival. For togistics, that meant finding a solution that reduced costs and improved customer service at the same time, A growing number of interna

39、tional logistics activities were outsourced and these steps culminated in a togistics attiance. As a result, the company was able to reduce significantly the number of regional warehouses.Order processing and distribution activities were centralized and outsourced. Transportation and warehousing act

40、ivities then were outsourced. Finally, infonnation systems integration between the customer and the logistics provider completed the logistics alliance. This arrangement has immensety hetped company A to focus on its core areas, such as design and manufacturing, and regain its competitive position i

41、n the marketplace.Outsourcing logistics services is a strategy company B has been pursuing for more than a decade. Until 1994, this had been limited to the operation of the central warehouse for Europe and a number of interconnected transport services. Presently, the company is introducing a new sys

42、tem that will outsource nearly all physical distribution activities in European logistics. In the Nordic countries, the logistics operations will be performed by a group of four transport companies. These regional providers have in-depth knowledge about the marketplace, the transport infrastructure,

43、 climate and terrain, and business norms and practices. Company B expects to provide much better customer service at a lower cost as a result of this change. As the Nordic countries have become part of the EU, competition has increased. Company B will be more competitive with established companies a

44、nd new European rivals due to faster and more reliable deliveries at competitive prices. For example, in the Norwegian market, several multinational corporations from the European mainland have expanded their operations. Several others have entered the recently opened Norwegian market. Despite the r

45、ecent rejection by voters, the Norwegian government has decided to work closely with the EU and has started to open markets to competitors from the EU and other foreign countries. Company B expects to seize this opportunity and obtain a larger market share. With a successful logistics alliance, it w

46、ill be able to concentrate on core business areas. Later, the company will expand similar regional logistics operations all over Europe. This will be one of the most complete logistics alliance networks in Europe and is being introduced as a direct result of EU development. The contract for logistic

47、s in the Nordic countries includes a clause requiring annual productivity improvement for 10 years. A team with members from both the provider and the user will work full time to fulfill this requirement. The emphasis in this partnership arrangement has been on mutual understanding and accommodation

48、 of the needs and wants of both parties. Although company B did take time to understand its own needs and make a systematic evaluation of potential partners, it has focused much more time and attention on nurturing the alliance.Company C had to change its way of running the company mainly for econom

49、ic reasons. There are strong indications that the original internally operated logistics system was inefficient and expensive. Today, the business concept is to outsource non-core functions and to concentrate internal resources on sales and marketing. All physical logistics activities are now carrie

50、d out by two providers while planning and administration of logistics and order processing are still done internally.Company D, a global consumer electronics manufacturer, recendy faced increased competition particularly from Japan. Its profit margins dwindled, and market share headed south. The com

51、pany identified logistics as a primary area for improvement. Logistics functions in this company were not integrated in the past.Interestingly, this very company had successfully used logistics as a competitive tool in its North American subsidiary, albeit at the prodding of retailing giants like Wa

52、l*Mart and Kmart. One divisional logistics manager, who had just returned from heading the North American logistics function, lamented: "We have a long way to go here in Europe as far as using logistics as a proactive competitive tool." As a first step, the company decided to streamline lo

53、gistics functions within each division. Each now has a fairly autonomous logistics function reporting to the division chief. At the corporate level, there is still no integrated logistics function, although there is a transportation and forwarding coordinator at this level. The corporate transportat

54、ion and forwarding chief has an only advisory role in the divisional logistics function. In the past, there were noticen able differences in the approach taken by some of the divisions and by the corporate transportation group. As a first step, the company has identified transportation as the primar

55、y area for outsourcing. It has decided to keep logistics planning and control in-house. It has drastically reduced the number of carriers with which it works. In trucking and air transportation, it offers annual contracts, whereas in shipping it offers three-year contracts with annual reviews. Carri

56、er selection has become an important tool in the logistics strategy. In the future, it plans to implement logistics information systems and advanced tools like EDI, for better supply chain management.The company believes in total quality management and has already initiated steps to implement it gra

57、dually. One important area identified for the first phase is to work closely with all vendors. The plan is to form partnerships with vendors supplying critical products and services. Forming logistics alliances, which includes procuring total logistics services, with a few providers is the logical n

58、ext step. This company is closely studying the development of long-term logistics alliances within Europe. In general, it has taken a very cautious and gradual approach (sometimes quite slow) to forming logistics alliances. Thus, while company D offers a good example of how a company progressively m

59、oves from simple outsourcing of one or two logistics functions to a comprehensive alliance, it has also been rather slow to reap the competitive benefits that many other firms in our study enjoyed.Company E is itself a logistics provider, but it is also outsourcing transport and warehousing services

60、 and is presented here in the user role. It is the leader in a market where competition is increasing. Introduction of the EU free-trade agreement may also represent a future threat for the sheltered market position of the company. The most important inducements for outsourcing transport are cost re