我國(guó)第三方物流中存在的問(wèn)題、原因及戰(zhàn)略選擇-畢業(yè)論文設(shè)計(jì)外文資料翻譯

濟(jì)南大學(xué)畢業(yè)設(shè)計(jì)2-15-商場(chǎng)現(xiàn)代化,2006,02(S):90-91.China'sthird-partylogisticsproblems,causesandstrategicchoiceZhejiangSci-tecUniversityAbstract:China'slogisticsindustryhasjuststarted,third-partylogisticsandotheraspectsofthetheoryandpracticearerelativelyweak.ThepaperpointsouttheproblemsoftheThirdPartyLogisticsisthegapbetweendomesticandinternationalthirdpartylogistics,logisticsefficiencyisnothigh,thelackofsystematicmanagement,andlogisticsplatformtobuildlagbehindtheconceptoflogisticsmanagement,andsoon.Analyzedthecausesofsuchproblemsarisingandproposedleanlogistics,smallandmediumenterprisevaluechainalliancesthirdpartylogistics,largethird-partylogisticscompaniessuchasvirtualizationstrategychoiceofthreethird-partylogisticsenterprisedevelopmentstrategies.Keywords:Thirdpartylogistics;leanlogisticsstrategy;valuechainalliances;virtualizationstrategy1.IntroductionForalongtime,China'sdomesticenterprisesprocurement,transportation,warehousing,agents,packaging,processing,distributionandotheraspectsofcontrolisnotstrong,inthe"Procurementblackhole","Logisticstrap"inthewasteisdifficulttocalculatelosses.Therefore,third-partylogisticsresearch,theoveralleffectivenessinpromotingtheimprovementofChina'seconomyhasaveryimportanttheoreticalandpracticalsignificance.Thisarticleattemptstomypolicyofthreelogisticsproblemsandanalysisofthecausesofandproposeseveralpossiblethird-partylogisticsstrategicchoice.2.ThirdpartylogisticsindustryinChina'smajorproblems(A)Thenationalpolicyofthreelogisticscompaniesandforeignbiggapbetweenthird-partylogisticscompanies,specificallyinthefollowingareas:1.economiesofscaleandcapitalgapsignificantly.Becausethird-partylogisticscompanieslargeforeignstrategicdeparturefromtheglobalbusiness,itsadvantagesofscaleandcapitalisnodoubt,especiallystart-upperiodofthreelogisticspolicyI,itsverysmallsize,strongcapitalthatforeigngiantsChinaenterprisestoshame.2.Istatepolicyofthelogisticsenterprisesprovidethreelogisticsservicelevelandqualitycontrolratherthanforeigncounterparts.Whensomedomesticenterpriseisstillinlogisticsinterpretedas"trucks,addwarehouselogisticsenterprisesabroadalreadycompletedaseriesofstandardizedtransformation.Meanwhile,foreignlogisticsorganizationalabilitysopowerful,Germany,forexample,athird-partylogisticscompany,allaspectsoflogisticsexpertsacrossalloverEurope.Ifthegoodsbyacustomerneedsofdifferentcountries,sotheseexpertsfromalloverEuropeinonlinedesignathebestlogisticssolutions.Thisprovidessolutionsistheabilitythatthecorecompetenceofthird-partylogisticscompanies,unlikedomesticcompaniesclaimtohavingmanyship,howmanycar.3.China'saccessiontoWTO,lowerthethresholdofthelogisticsindustry.Thelogisticsserviceindustry:ourcommitmenttoalloftheservicessector,afterareasonabletransitionperiod,tocancelmostoftheforeignequitylimitdoesnotrestrictaccesstoforeignserviceprovidersthecurrentmarket,donotrestrictalltheservicesectorsandtheexistingmarketaccessactivities.Thesecondarydistributionserviceswhilealsomakingasimilarcommitment.Theserestrictionswillbephasedoutafter3-4years,duringwhichforeignserviceproviderscancreateahundredpercentwholly-ownedsubsidiariesorbusinesssector,thedomesticlogisticsindustrywillfaceinternationalcompetition.(B)seriouswasteofresources,thirdpartylogisticsefficiencyisnothigh.Fromthemicroscopicpointofview,duetotheimpactoftheplannedeconomy,alongtimemanyenterprises,especiallystate-ownedenterprisestogothe"large","small"route,theyhavetheirownwarehouse,fleet,andevenocean-goingvesselsteam,resultinginwastingalotofthelogisticsprocess,thespecificperformanceoftheidlewarehouse,logisticsdecentralizedoperation,thelowleveloforganization,transversejointweak.Andtoprovideintegrated,modern,professional,punctual,efficientservicestothird-partylogisticsenterprisesareverysmall.Fromamacropointofviewofeconomicdevelopmentofthird-partylogisticsfailedtokeepupwiththepaceoftheformationofindustrialmanagementmodel,butonlywiththetransportation,telecommunications,commercialmaterials,foreigntradeandothersectorsoftheintegrationandcollaboration.(C)thelackofsystematicmanagement,equipmentstandardizationislow.Mostofthecurrentthird-partylogisticsenterprisesinChinaunderthetraditionalsystembasedonmaterialscirculationenterprisesdeveloped,theservicemainlystayinthestorage,transportation,lackofsystematicmanagement,logistics,lowefficiency,lackofeffectivethirdpartylogisticsfunctionsPlay.Inaddition,thefragmentationofChina'slogisticssector,makingthelinkinthetransportationlogisticsandequipmentstandardsarenotuniform,doesnotsupportcurrentstandardsforphysicalfacilities,resultingintheincreaseinthird-partylogisticsinvalidoperation,speed,andreducecosts.(D)third-partylogisticsplatformtobuildlag,lowerdegreeofinformationtechnology.Third-partylogisticsanddistributionplatforms,includingphysicalnetworkandinformationnetwork,physicalnetworkreferstothelogisticsfacilities,transportation,transportationhubsinthegeographicallocationoftherationaldistributionandtheformationofphysicalnetwork;informationnetworksthatusethird-partylogisticsbusinessandinformationtechnology,Informationresourcestotheirchainintegrationandtheformationofasharednetworkofinformationresources.Thestatusofphysicalnetworkare:lowlevelsofthird-partylogisticsandequipment,andinformationnetworksalsolackthenecessarypubliclogisticsplatform.(E)theconceptoflogisticsmanagementofdomesticenterprisesisstillverybackward,whichgreatlyrestrictsthedevelopmentofthirdpartylogistics.Forexample:Somecompaniesbelievethatinventoryinformationisconfidentialbusinessinformationmustbemanagedbytheenterprisesthemselves,theclassofbusinessactivitieswhileoutsourcingthemanagementconceptdifficulttoaccept,oftenresultingincontroloftheirownpoormanagementoflogistics,businesscompetitioninthemarketweakensForce.3.Causesofproblemsanalysis(A)lackofmodernlogisticsmanagementknowledgeandexpertiseoflogisticspersonnel.Thisisthethird-partylogisticsindustryinrestrictingthedevelopmentofChina'smostimportantoneofthebottlenecks.Logisticsknowledge,especiallyinmodernintegratedthirdpartylogisticsknowledgeisfarfrombeinguniversal,butthatitsmainbusinessareasistoprovidetransportationandwarehousingservices,notknowthatitisnewtothesetraditionalbusinessintegrationofitsbusinessfieldsFartoosimpletobecomeconnectedwithtransportandstorageofrawmaterials,semi-finishedproductssupply,productionprocess,materialflow,thewholeprocessofproductdistributionservices,ascoverflow,solidlogistics,capitalflow,informationflowisequaltotheintegratedsystemofsystems.(B)failstoeffectivelyusemoderntechnology.Thissituationhasgreatlyrestrictedthecultivationofthird-partylogisticscompanies,affectingtheiroverallcompetitivestrengthincreased.China'saccessiontotheWTO,domesticenterpriseswillfacethird-partylogisticsstrongcompetitionfromabroad,thedomesticthird-partylogisticsindustryisdifficulttoprovidelow-cost,highqualityandefficientservice.(C)subjecttotheconstraintsoftraditionalmanagementsystems.Fragmentationinthetraditionalinstitutionalarrangements,thirdpartylogisticsactivitieshavebeenseparatedfrommanydifferentsectorssuchastransportation,postandtelecommunications,foreigntrade,domestictradeandonlyinvolvesthetransportindustrytotheMinistryofRailways,MinistryofCommunications,etc.Somedepartments,thelackofefficientcollaborationbetweendepartments,resultinginthetransportprocessofrotationofthemodeoftransportandtime-consumingpartofthecostoflogisticsintheprocessofbecoming"trap."Therearealsoproceduresforcustomsmanagement,materialprocurementandotheraspectsofsomeoftheprovisionsofthelogisticsenterprisesalsoraisethelevelofintegratedservicesandbusinessdevelopmentareas,thusrestrictingtherapiddevelopmentofthird-partylogisticsindustry.4.ThethirdpartylogisticsenterprisestrategicchoiceSummarizedthelatestofseveralforeignlogisticstheoryandthedevelopmentofthird-partylogisticswiththecurrentpracticeofforeign,third-partylogisticsfirm'sstrategicchoicetohavethefollowingthree:LeanLogisticsStrategy

Sincethelagtheoryandpracticeoflogistics,ourmostextensivethird-partylogisticscompanyorbusiness,itcannotaccuratelypositiontheirlogisticsservices.Ifyoudonotreversethissituationassoonaspossible,willbethird-partylogisticsindustryinChinahaverestrictedrole.Leanproductiontheoryoflogisticsforourthird-partylogisticscompanyprovidesanewdevelopmentideasfortheseenterprisestosurviveintheneweconomyanddevelopmentopportunities.LeanLogisticsconceptoriginatedinleanmanufacturing.ItisproducedfromtheToyotaMotorCorporation70yearsinthelastcenturybytheoriginal"ToyotaProductionSystem",afterresearchbytheMassachusettsInstituteofTechnologyprofessorandsummary,waspublishedin1990published"changetheworldofmachines),abook.Leanthinkingistheuseofvariousmodernmanagementmethodsandmeans,basedontheneedsofsocietytofullyplaytheroleofpeopleasafundamentalandeffectiveallocationandrationaluseofcorporateresourcestomaximizeeconomicbenefitsforenterprisestoseekanewManagementphilosophy.LeanLogisticsLeanThinkingistheapplicationinlogisticsmanagement,logisticsdevelopmentmustreflect.Theso-calledLeanLogisticsmeans:theprocessbyeliminatingtheproductionandsupplyofnon-valueaddedwasteinordertoreducestockingtime,improvecustomersatisfaction.TheaimofLeanLogisticsaccordingtocustomerneeds,providingcustomerswithlogisticsservices,whilepursuingtheprovisionoflogisticsservicesintheprocesstominimizewasteanddelay,theprocessofincreasingvalueaddedlogisticsservices.Leanlogisticssystemischaracterizedbyitshigh-quality,lowcost,continuousimprovement,drivenbycustomerdemandorientedlogisticssystem.Itrequiresestablishingthecustomerfirstthought,ontime,accurateandfastdeliveryofgoodsandinformation.Inshort,LeanLogistics,asanewmanagementideas,boundtohaveathird-partylogisticsenterprisesinChinahavefar-reachingimpact,itwillchangetheappearanceoftheextensivethirdpartylogisticsmanagementconcept,theformationofthirdpartylogisticsCorecompetitiveness.theestablishmentofsmallandmediumthirdpartylogisticsvaluechainalliance

Third-partylogisticsenterprisesofsmallandmediumcannotbeindependentbecauseoftheirone-stoplogisticsservicestoprovidefullshortcomings,andbecausethesmallsizeofassets,services,notwideareasothatsmallandmediumenterprisesinChina'slogisticsthirdpartylogisticsindustryatadisadvantage.Therefore,thirdpartylogisticsforsmallandmediumenterprises,startingfromtheirownresourcestoconstructtheirowncorecompetenceisthekey.Assmallandmediumenterprisefeaturesofasinglethird-partylogisticsandincomplete,sobasedontheirrespectivecorecompetenciesbasedonthestructureofthelogisticsbusinessenterprisecooperationisaneffectivecapacitytomakeupfordeficiencies,constitutesafeasiblewayofcompetitiveadvantageoflogistics.Valuechainistheuseofsystemsapproachtoinvestigatetheinteractionbetweenbusinessandtheanalysisofallactivitiesandtheiraccesstotheresourcesofcompetitiveadvantage.Valueofthebusinessactivitiesfallintotwocategories:basicactivitiesandsupportactivities.Basicactivitiesareinvolvedinproductcreationandsaleofthematerialtransferredtothebuyerandafter-salesserviceactivities.Basicactivitiesofsupportingactivitiesistoassisttherevenuebyprovidingoutsourcing,technology,humanresourcesandavarietyoffunctionstosupporteachother.Theorytoanalyzethevaluechainstudythevalueofthirdpartylogisticschaincomposition,canbefoundinauxiliaryactivities,thirdpartylogisticsenterpriseandgeneralbusinessisnodifferent,thebasicactivitiesinthethird-partylogisticscompanieshasitsowncharacteristics.Third-partylogisticsenterprisesthereisgenerallynocommodityproductionprocess,onlythere-circulationprocess,doesnotaccountformajorcomponentsofawiderangeofthird-partylogisticscompaniesandthusbecomethebasicoperatingactivitiesofstorage,transport,packaging,distribution,customerserviceandmarketing,etc.link.Variousaspectsofthebasicworkactivities,duetotheirownlimitedresourcesandcapacity,cannothaveeveryaspectofanadvantageinthatvaluechainintermsofsomeofthedeficiencies,resultingintheiroveralllogisticsfunctionnotcomplete,lackofcorrespondingcompetitivenessandcomparativeadvantageinsomesectorsofthevaluechainduetolackofoveralleffectshouldnotplay.Therefore,thirdpartylogisticsindustry,smallandmediumsizedlogisticsenterpriseswithintheUnion,shouldbebasedonthevaluechainbetweencomplementaryonthebasisofcooperation,makefulluseofprofessionallogisticscompaniesandlogisticsfunctionsofspecializedlogisticsorganizationandcoordinationofagentsFlexiblecomplementaryintegratedlogisticscapabilities.Third-partylogisticsforsmallandmediumenterprises,valuechainshouldstartwiththeadvantageoflinkstoexploreanddevelopthecorecompetitivenessofenterprises,throughthereconstructionofthevaluechaintoavoidweaknesses.Largethird-partylogisticsenterprisevirtualizationofstrategyRapiddevelopmentinITandtheInternetera,companiescannotfightalonesingles,butmustbeinthecompetitionandcollaboration,incooperationanddevelopment.Thus,undermodernconditionsresultingfrommodernlarge-scalevirtualizeddevelopmentofthird-partylogisticshasastrongnecessity.Largethird-partylogisticsenterprisevirtualizationisthelogisticsmanagementresourcesofotherswhowillhave"all",throughthenetwork,theotherpartintoitsownlogistics,withthehelpofothersbreakthepowerofphysicalboundaries,extendingtoachievetheirvariousFunction,andthusexpandtheirabilitytoenhancetheirstrength.Therefore,thelogisticsinformationtechnology,virtualizationisameansfortheconnectionandcoordinationoftemporaryanddynamicallianceintheformofvirtuallogistics.Integratedlogisticsvirtualizationtechnologyasameansofelectroniccommunication,customer-focused,basedontheopportunitytoparticipateinmembersofthecorecompetenciesasaconditiontoanagreementforthecommonpursuitofgoalsandtasks,thedifferentpartsofthecountry'sexistingResourcestoquicklymixintoanowalls,beyondthespaceconstraints,bymeansofelectronicnetworks,contacttheunifiedcommandofthevirtualbusinessentity,thefastestlaunchofhigh-quality,low-costlogisticsservice.Modernlarge-scalevirtualization,includingthird-partylogisticsfunctions,organization,geographicthreevirtualization.Virtualizationcapabilitieswiththird-partylogisticsenterpriseITtechnologywillbedistributedindifferentlocations,differentcompaniestakedifferentfunctionswithinthelogisticsresources(information,human,materialandotherresources)organizedtoaccomplishaspecifictask,toachievetheoptimizationofsocialresources.Virtualizationreferstotheorganizationalstructureofthelogisticsorganizationisalwaysdynamicallyadjusted,notfixed,butalsodecentralized,flexible,self-management,flatnetworkstructure,itsobjectivesandinaccordancewithchangesintheenvironmentre-combination,inatimelymannerReflectthemarketdynamics.VirtualistheregionalthirdpartylogisticsnetworkthroughtheInternetlinkthegloballogisticsresources,removingbarriersandnationalbarriers,toproductionmanagementtoachieve"virtualneighbors."Reference[1]MartinChristopher.Logistics&SupplyChainManagement:creatingvalue-addingnetworks(3rdEdition)[M].FTPress,February,2005:134-144[2]JackBrimleyandRobertLove,ANewDistanceFunctionforModelingTravelDistancesinaTransportationNetwork[J].TransportationScience26[3]JamesC.Johnson,DonaldF.Wood.ContemporaryLogistics(4thEdition)[M],MacmillanPublishingCompany,1990:145-154[4]DonaldWaters.GlobalLogisticsandDistributionPlanning[M]BocaRaton:CRCPress,1999:111-134[5]JamesF.Robeson,WilliamC.ThelogisticsHandbook[M].Copacino.1998:112-114[6]RONALDHBallon.BusinesslogisticsManagement[M].NewYorkPrenticePress.2004:139-142商場(chǎng)現(xiàn)代化,2006,02(S):90-91.我國(guó)第三方物流中存在的問(wèn)題、原因及戰(zhàn)略選擇黃文松浙江理工大學(xué)摘要:我國(guó)物流業(yè)發(fā)展剛剛起步,第三方物流的理論和實(shí)踐等方面都比較薄弱。本文指出我國(guó)第三方物流存在的問(wèn)題在于國(guó)內(nèi)外第三方物流企業(yè)差距、物流效率不高、缺乏系統(tǒng)性管理、物流平臺(tái)構(gòu)筑滯后、物流管理觀念落后等。分析了產(chǎn)生上述問(wèn)題的原因,并提出了精益物流、中小型第三方物流企業(yè)價(jià)值鏈聯(lián)盟、大型第三方物流企業(yè)虛擬化戰(zhàn)略等三種可供選擇的第三方物流企業(yè)發(fā)展戰(zhàn)略。關(guān)鍵詞:第三方物流；精益物流戰(zhàn)略；價(jià)值鏈聯(lián)盟；虛擬化戰(zhàn)略1.前言長(zhǎng)期以來(lái),我國(guó)國(guó)內(nèi)企業(yè)對(duì)采購(gòu)、運(yùn)輸、倉(cāng)儲(chǔ)、代理、包裝、加工、配送等環(huán)節(jié)控制能力不強(qiáng),在“采購(gòu)黑洞”、“物流陷井”中造成的損失浪費(fèi)難以計(jì)算。因此,對(duì)第三方物流的研究,對(duì)于促進(jìn)我國(guó)經(jīng)濟(jì)整體效益的提高有著非常重要的理論和實(shí)踐意義。本文試圖對(duì)我國(guó)策三方物流存在的問(wèn)題及原因進(jìn)行分析探討,并提出第三方物流幾種可行的戰(zhàn)略選擇。2.我國(guó)第三方物流業(yè)存在的主要問(wèn)題2.1我國(guó)第三方物流企業(yè)與國(guó)外第三方物流企業(yè)的差距（1）規(guī)模經(jīng)濟(jì)及資本差距明顯。由于國(guó)外的大型第三方物流企業(yè)從全球經(jīng)營(yíng)的戰(zhàn)略出發(fā),其規(guī)模和資本優(yōu)勢(shì)是毫無(wú)疑問(wèn)的,尤其初創(chuàng)時(shí)期的我國(guó)策三方物流業(yè),本身的規(guī)模就很小,國(guó)外巨頭雄厚的資本令國(guó)內(nèi)企業(yè)相形見(jiàn)絀。（2）我國(guó)策三方物流業(yè)企業(yè)提供的物流服務(wù)水準(zhǔn)及質(zhì)量控制遠(yuǎn)不如國(guó)外同行。當(dāng)國(guó)內(nèi)一些企業(yè)還在把物流理解成“卡車(chē)加倉(cāng)庫(kù)“的時(shí)候,國(guó)外的物流企業(yè)早已完成了一系列標(biāo)準(zhǔn)化的改造。同時(shí),國(guó)外的物流組織能力非常強(qiáng)大,例如德國(guó)一家第三方物流公司,公司各方面的物流專(zhuān)家遍布?xì)W洲各地。如果有客戶(hù)的貨物需要經(jīng)達(dá)不同的國(guó)家,那么歐洲各地的這些專(zhuān)家就在網(wǎng)上設(shè)計(jì)出一個(gè)最佳的物流解決方案。這種提供解決方案的能力就是這第三方物流公司的核心能力,而不像國(guó)內(nèi)公司號(hào)稱(chēng)擁有多少條船,多少輛車(chē)。（3）我國(guó)加入WTO后物流產(chǎn)業(yè)的門(mén)檻降低。在物流服務(wù)業(yè)方面：我國(guó)承諾所有的服務(wù)行業(yè),在經(jīng)過(guò)合理過(guò)渡期后,取消大部分外國(guó)股權(quán)限制,不限制外國(guó)服務(wù)供應(yīng)商進(jìn)入目前的市場(chǎng),不限制所有服務(wù)行業(yè)的現(xiàn)有市場(chǎng)準(zhǔn)入和活動(dòng)。同時(shí)在輔助分銷(xiāo)的服務(wù)方面也作出了類(lèi)似的承諾。這些方面的限制將在以后3—4年內(nèi)逐步取消,在此期間,國(guó)外的服務(wù)供應(yīng)商可以建立百分之百的全資擁有的分支機(jī)構(gòu)或經(jīng)營(yíng)機(jī)構(gòu),國(guó)內(nèi)物流服務(wù)業(yè)將直面國(guó)際競(jìng)爭(zhēng)。

2.2資源浪費(fèi)嚴(yán)重,第三方物流效率不高從微觀上看,由于受計(jì)劃經(jīng)濟(jì)體制的影響,長(zhǎng)期以來(lái)許多企業(yè),尤其是國(guó)有企業(yè)走的是“大而全小而全”的路子,它們擁有自己的倉(cāng)庫(kù)、車(chē)隊(duì)、甚至遠(yuǎn)洋船隊(duì),造成物流過(guò)程的大量浪費(fèi),具體表現(xiàn)為倉(cāng)庫(kù)的閑置,物流業(yè)經(jīng)營(yíng)分散,組織化程度低,橫向聯(lián)合薄弱。而能夠提供一體化、現(xiàn)代化、專(zhuān)業(yè)化、準(zhǔn)時(shí)化、高效服務(wù)的第三方物流企業(yè)則很少。從宏觀上看第三方物流未能跟上經(jīng)濟(jì)發(fā)展的步伐形成產(chǎn)業(yè)化經(jīng)營(yíng)的模式,而僅僅是同交通運(yùn)輸、郵電通訊、商業(yè)物資、對(duì)外貿(mào)易等行業(yè)的綜合與協(xié)作。

2.3缺乏系統(tǒng)性管理,裝備標(biāo)準(zhǔn)化程度低目前我國(guó)大部分第三方物流企業(yè)是傳統(tǒng)體制下物資流通企業(yè)基礎(chǔ)上發(fā)展起來(lái)的,服務(wù)內(nèi)容主要停留在倉(cāng)儲(chǔ)、運(yùn)輸上,缺乏系統(tǒng)性管理,物流的效率低,第三方物流的功能得不到有效發(fā)揮。另外,我國(guó)物流部門(mén)條塊分割,使得物流環(huán)節(jié)中運(yùn)輸方式與裝備標(biāo)準(zhǔn)不統(tǒng)一,流物設(shè)施標(biāo)準(zhǔn)不配套,導(dǎo)致第三方物流無(wú)效作業(yè)的增加,速度降低和成本上升。

2.4第三方物流平臺(tái)構(gòu)筑滯后,信息化程度低第三方物流配送平臺(tái)包括實(shí)體網(wǎng)絡(luò)和信息網(wǎng)絡(luò),實(shí)體網(wǎng)絡(luò)指物流設(shè)施、交通工具、交通樞紐等在地理位置上的合理布局而形成的有形網(wǎng)絡(luò)；信息網(wǎng)絡(luò)指第三方物流企業(yè)與客戶(hù)利用信息技術(shù),把各自的信息資源鏈整合而形成共享的信息資源網(wǎng)絡(luò)。我國(guó)實(shí)體網(wǎng)絡(luò)的現(xiàn)狀是:第三方物流裝備水平較低,而且信息網(wǎng)絡(luò)也缺乏必要的公共物流交流平臺(tái)。

2.5國(guó)內(nèi)企業(yè)的物流管理觀念仍然十分落后,極大制約著第三方物流的發(fā)展例如:有些企業(yè)認(rèn)為庫(kù)存等信息是商業(yè)機(jī)密,必須由企業(yè)自身來(lái)管理,而對(duì)將該類(lèi)企業(yè)活動(dòng)外包出去的管理理念難以接受,往往造成企業(yè)自身物流控制管理水平低下,削弱了企業(yè)的市場(chǎng)競(jìng)爭(zhēng)力。3.產(chǎn)生問(wèn)題的原因分析3.1缺乏現(xiàn)代化物流知識(shí)和專(zhuān)業(yè)物流管理人才這一點(diǎn)是目前制約中國(guó)第三方物流業(yè)發(fā)展的最主要的瓶頸之一。物流知識(shí),尤其是現(xiàn)代綜合的第三方物流知識(shí)遠(yuǎn)未得到普及,只是知道它的主要的業(yè)務(wù)領(lǐng)域是提供運(yùn)輸和倉(cāng)儲(chǔ)服務(wù),而不知道它是對(duì)這些傳統(tǒng)業(yè)務(wù)的新的整合,其業(yè)務(wù)領(lǐng)域也遠(yuǎn)過(guò)單純的運(yùn)輸和倉(cāng)儲(chǔ)而成為連接原料、半成品供應(yīng)、生產(chǎn)過(guò)程中物料流動(dòng)、成品配送的全過(guò)程的服務(wù),成為涵蓋商流、實(shí)物流、資金流、信息流等于系統(tǒng)的綜合體系。3.2未能有效利用現(xiàn)代科技手段這種現(xiàn)狀極大地制約了第三方物流企業(yè)的培育,影響了企業(yè)綜合競(jìng)爭(zhēng)實(shí)力的提高。中國(guó)加入世貿(mào)組織,國(guó)內(nèi)第三方物流企業(yè)將面臨來(lái)自國(guó)外的強(qiáng)有力的競(jìng)爭(zhēng),國(guó)內(nèi)第三方物流業(yè)很難提供低成本、高質(zhì)量、高效率的服務(wù)。

3.3受到傳統(tǒng)管理體制的制約在傳統(tǒng)的條塊分割的體制安排下,第三方物流的許多活動(dòng)被割裂至各個(gè)不同部門(mén),如交通運(yùn)輸、郵電通訊、對(duì)外貿(mào)易、國(guó)內(nèi)貿(mào)易等,僅運(yùn)輸業(yè)就牽涉到鐵道部、交通部等若干部門(mén),部門(mén)之間缺乏高效協(xié)作,致使運(yùn)輸過(guò)程中各運(yùn)輸方式的轉(zhuǎn)動(dòng)環(huán)節(jié)耗費(fèi)大量時(shí)間和成本,成為物流過(guò)程中的“陷阱”。此外還有海關(guān)管理程序、物資采購(gòu)等方面的一些規(guī)定也影響了物流企業(yè)綜合服務(wù)水平的提高和業(yè)務(wù)領(lǐng)域的拓展,進(jìn)而制約了第三方物流產(chǎn)業(yè)的快速發(fā)展。4.第三方物流企業(yè)的戰(zhàn)略選擇歸納國(guó)外幾種最新的物流理論,并結(jié)合當(dāng)前國(guó)外第三方物流發(fā)展實(shí)踐,第三方物流企業(yè)的戰(zhàn)略選擇可以有以下三種：4.1精益物流戰(zhàn)略由于物流理論和實(shí)踐的滯后,我國(guó)大部分第三方物流企業(yè)還是粗放式經(jīng)營(yíng),還不能準(zhǔn)確定位自己的物流服務(wù)。如果不盡快扭轉(zhuǎn)這一局面,將對(duì)我國(guó)第三方物流業(yè)的發(fā)展產(chǎn)生制約作用。精益物流理論的產(chǎn)生,為我國(guó)的第三方物流企業(yè)提供了一種新的發(fā)展思路,為這些企業(yè)在新經(jīng)濟(jì)中生存和發(fā)展提供了機(jī)遇。精益物流起源于精益制造的概念。它產(chǎn)生于日本豐田汽車(chē)公司在上世紀(jì)70年代所獨(dú)創(chuàng)的“豐田生產(chǎn)系統(tǒng)”,后經(jīng)美國(guó)麻省理工學(xué)院教授研究和總結(jié),正式發(fā)表在1990年出版的《改變世界的機(jī)器)一書(shū)中。精益思想是指運(yùn)用多種現(xiàn)代管理方法和手段,以社會(huì)需求為依據(jù),以充分發(fā)揮人的作用為根本,有效配置和合理使用企業(yè)資源,最大限度地為企業(yè)謀求經(jīng)濟(jì)效益的一種新型的經(jīng)營(yíng)管理理念。精益物流則是精益思想在物流管理中的應(yīng)用,是物流發(fā)展中的必然反映。所謂精益物流是指:通過(guò)消除生產(chǎn)和供應(yīng)過(guò)程中的非增值的浪費(fèi),以減少備貨時(shí)間,提高客戶(hù)滿(mǎn)意度。精益物流的目標(biāo)在于根據(jù)顧客需求,提供顧客滿(mǎn)意的物流服務(wù),同時(shí)追求把提供物流服務(wù)過(guò)程中的浪費(fèi)和延遲降至最低程度,不斷提高物流服務(wù)過(guò)程的增值效益。精益物流系統(tǒng)的特點(diǎn)在于它是高質(zhì)量、低成本、不斷完善、由顧客需求拉動(dòng)型的物流系統(tǒng)。它要求樹(shù)立顧客第一的思想、準(zhǔn)時(shí)、準(zhǔn)確、快速地傳遞物流和信息流?？傊?精益物流作為一種全新的管理思想,勢(shì)必會(huì)對(duì)我國(guó)的第三方物流企業(yè)產(chǎn)生深遠(yuǎn)的影響,它的出現(xiàn)將改變第三方物流企業(yè)的粗放式的管理觀念,形成第三方物流企業(yè)的核心競(jìng)爭(zhēng)力。4.2建立中小型第三方物流企業(yè)的價(jià)值鏈聯(lián)盟中小型的第三方物流企業(yè)由于本身不能獨(dú)立提供全程一站式物流服務(wù)的缺點(diǎn),同時(shí)由于資產(chǎn)規(guī)模小、服務(wù)地域不寬使中小型第三方物流企業(yè)在我國(guó)物流業(yè)中處于劣勢(shì)。因此對(duì)于中小型第三方物流企業(yè)來(lái)說(shuō),從企業(yè)自身資源出發(fā),構(gòu)造各自的核心競(jìng)爭(zhēng)力才是關(guān)鍵。由于中小型第三方物流企業(yè)功能的單一與不完備,因此建立在各自的核心競(jìng)爭(zhēng)力基礎(chǔ)上構(gòu)造的物流業(yè)務(wù)的合作是一種有效彌補(bǔ)企業(yè)能力缺陷,構(gòu)成物流競(jìng)爭(zhēng)優(yōu)勢(shì)的可行方法。價(jià)值鏈?zhǔn)遣捎孟到y(tǒng)方法來(lái)考察企業(yè)所有活動(dòng)及其相互作用以及分析獲得企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)的各種資源。企業(yè)的價(jià)值活動(dòng)分為兩大類(lèi):基本活動(dòng)和輔助活動(dòng)。基本活動(dòng)是涉及產(chǎn)品的物質(zhì)創(chuàng)造及銷(xiāo)售、轉(zhuǎn)移給買(mǎi)方和售后服務(wù)的各種活動(dòng)。輔助活動(dòng)是輔助基本活動(dòng)并通過(guò)提供外購(gòu)收入、技術(shù)、人力資源以及各種職能以相互支持。運(yùn)用價(jià)值鏈理論來(lái)分析考察第三方物流企業(yè)的價(jià)值鏈構(gòu)成,可以發(fā)現(xiàn),在輔助活動(dòng)方面,第三方物流企業(yè)與一般企業(yè)并沒(méi)有什么不同,而在基本活動(dòng)方面第三方物流企業(yè)有其特點(diǎn)。第三方物流企業(yè)一般不存在商品生產(chǎn)過(guò)程,只有流通環(huán)節(jié)的再加工過(guò)程,不占主要環(huán)節(jié),廣泛的第三方物流企業(yè)的基本作業(yè)活動(dòng)因而變成存儲(chǔ)、運(yùn)輸、包裝、配送、客戶(hù)服務(wù)及市場(chǎng)等環(huán)節(jié)?；咀鳂I(yè)活動(dòng)的各環(huán)節(jié),由于企業(yè)自身資源和能力的有限,不可能在每一個(gè)環(huán)節(jié)中都占有優(yōu)勢(shì),這種在某些價(jià)值鏈環(huán)節(jié)方面的不足,造成了企業(yè)整體物流機(jī)能的不完備,缺乏相應(yīng)的競(jìng)爭(zhēng)力,使某些具有相對(duì)優(yōu)勢(shì)的價(jià)值鏈環(huán)節(jié)也因整體的不足而發(fā)揮不出應(yīng)有的功效。所以物流產(chǎn)業(yè)內(nèi)的中小型第三方物流企業(yè)聯(lián)盟,應(yīng)該是建立在彼此之間價(jià)值鏈基礎(chǔ)上的互補(bǔ)性合作,充分利用專(zhuān)業(yè)性物流公司的專(zhuān)業(yè)化物流機(jī)能和物流代理企業(yè)的組織協(xié)調(diào)的柔性化綜合物流能力的互補(bǔ)性。對(duì)于中小型第三方物流企業(yè)來(lái)說(shuō),應(yīng)該從企業(yè)價(jià)值鏈的優(yōu)勢(shì)環(huán)節(jié)入手,發(fā)掘并形成企業(yè)的核心競(jìng)爭(zhēng)力,通過(guò)價(jià)值鏈的重構(gòu)來(lái)?yè)P(yáng)長(zhǎng)避短。4.3大型第三方物流企業(yè)的虛擬化戰(zhàn)略在IT和互聯(lián)網(wǎng)飛速發(fā)展的時(shí)代,企業(yè)不能單打獨(dú)拼,而必須在競(jìng)爭(zhēng)中求協(xié)作,在協(xié)作中求發(fā)展。因此,產(chǎn)生于現(xiàn)代條件下的現(xiàn)代大型第三方物流的虛擬化發(fā)展有很強(qiáng)的必要性。大型第三方物流企業(yè)的虛擬化是指物流經(jīng)營(yíng)人將他人的資源為己“所有”,通過(guò)網(wǎng)絡(luò),把他人變成自己物流的一部分,借助他人的力量突破有形界限,延伸、實(shí)現(xiàn)自身的各種功能,進(jìn)而擴(kuò)展自己的能力,增強(qiáng)自己的實(shí)力。所以,物流的虛擬化是以信息技術(shù)為連接和協(xié)調(diào)手段的臨時(shí)性、動(dòng)態(tài)聯(lián)盟形式的虛擬物流?，F(xiàn)代綜合物流的虛擬化,以電子通訊技術(shù)為手段,以客戶(hù)為中心,以機(jī)會(huì)為基礎(chǔ),以參與成員的核心能力為條件,以協(xié)議目標(biāo)和任務(wù)為共同追求,把不同地區(qū)、國(guó)家的現(xiàn)有資源迅速組合成一種沒(méi)有圍墻,超越空間約束,靠電子網(wǎng)絡(luò)手段聯(lián)系,統(tǒng)一指揮的虛擬經(jīng)營(yíng)實(shí)體,以最快的速度推出高質(zhì)量、低成本的物流服務(wù)。

現(xiàn)代大型第三方物流的虛擬化包括功能、組織、地域三個(gè)方面的虛擬化。功能虛擬化是第三方物流企業(yè)借助IT技術(shù)將分布在不同地點(diǎn)、不同企業(yè)內(nèi)承擔(dān)不同職能的物流資源(信息、人力、物質(zhì)等資源)組織起來(lái)去完成特定的任務(wù),實(shí)現(xiàn)社會(huì)資源的優(yōu)化。組織虛擬化是指物流組織的結(jié)構(gòu)始終是動(dòng)態(tài)調(diào)整的,不是固定不變的,而且具有分散化、柔性化、自主管理、扁平的網(wǎng)絡(luò)結(jié)構(gòu),自己可根據(jù)目標(biāo)和環(huán)境的變化進(jìn)行再組合,及時(shí)反映市場(chǎng)動(dòng)態(tài)。地域虛擬是指第三方物流企業(yè)通過(guò)互聯(lián)網(wǎng)絡(luò)將全球物流資源連接起來(lái),消除障礙和國(guó)家壁壘,使生產(chǎn)管理實(shí)現(xiàn)“天涯若比鄰”。參考文獻(xiàn)[1]MartinChristopher.Logistics&SupplyChainManagement:creatingvalue-addingnetworks(3rdEdition)[M].FTPress,February,2005:134-144[2]JackBrimleyandRobertLove,ANewDistanceFunctionforModelingTravelDistancesinaTransportationNetwork[J].TransportationScience26[3]JamesC.Johnson,DonaldF.Wood.ContemporaryLogistics(4thEdition)[M],MacmillanPublishingCompany,1990:145-154[4]DonaldWaters.GlobalLogisticsandDistributionPlanning[M]BocaRaton:CRCPress,1999:111-134[5]JamesF.Robeson,WilliamC.ThelogisticsHandbook[M].Copacino.1998:112-114[6]RONALDHBallon.BusinesslogisticsManagement[M].NewYorkPrenticePress.2004:139-142基于C8051F單片機(jī)直流電動(dòng)機(jī)反饋控制系統(tǒng)的設(shè)計(jì)與研究基于單片機(jī)的嵌入式Web服務(wù)器的研究MOTOROLA單片機(jī)MC68HC（8）05PV8/A內(nèi)嵌EEPROM的工藝和制程方法及對(duì)良率的影響研究基于模糊控制的電阻釬焊單片機(jī)溫度控制系統(tǒng)的研制基于MCS-51系列單片機(jī)的通用控制模塊的研究基于單片機(jī)實(shí)現(xiàn)的供暖系統(tǒng)最佳啟停自校正（STR）調(diào)節(jié)器單片機(jī)控制的二級(jí)倒立擺系統(tǒng)的研究基于增強(qiáng)型51系列單片機(jī)的TCP/IP協(xié)議棧的實(shí)現(xiàn)基于單片機(jī)的蓄電池自動(dòng)監(jiān)測(cè)系統(tǒng)基于32位嵌入式單片機(jī)系統(tǒng)的圖像采集與處理技術(shù)的研究基于單片機(jī)的作物營(yíng)養(yǎng)診斷專(zhuān)家系統(tǒng)的研究基于單片機(jī)的交流伺服電機(jī)運(yùn)動(dòng)控制系統(tǒng)研究與開(kāi)發(fā)基于單片機(jī)的泵管內(nèi)壁硬度測(cè)試儀的研制基于單片機(jī)的自動(dòng)找平控制系統(tǒng)研究基于C8051F040單片機(jī)的嵌入式系統(tǒng)開(kāi)發(fā)基于單片機(jī)的液壓動(dòng)力系統(tǒng)狀態(tài)監(jiān)測(cè)儀開(kāi)發(fā)模糊Smith智能控制方法的研究及其單片機(jī)實(shí)現(xiàn)一種基于單片機(jī)的軸快流CO〈,2〉激光器的手持控制面板的研制基于雙單片機(jī)沖床數(shù)控系統(tǒng)的研究基于CYGNAL單片機(jī)的在線(xiàn)間歇式濁度