湖州市第三方物流发展对策研究附属材料

湖州师范学院求真学院

———————————————— 经管系

毕业论文附属过程管理材料

(2014届)

湖州师范学院求真学院教务部印制

目 录

1.湖州师范学院求真学院本科生毕业论文诚信承诺书

2.湖州师范学院求真学院本科毕业论文选题审批表

3.湖州师范学院求真学院本科毕业论文任务书

4.湖州师范学院求真学院本科毕业论文开题报告

5.文献综述

6.外文文献资料(复印件)与译文

7.湖州师范学院求真学院本科毕业论文指导教师审阅表

8.湖州师范学院求真学院本科毕业论文评阅人评阅表

9.湖州师范学院求真学院本科毕业论文答辩记录表

10.湖州师范学院求真学院本科毕业论文评分表

湖州师范学院求真学院本科生毕业论文诚信承诺书

湖州市第三方物流发展对策研究附属材料

湖州市第三方物流发展对策研究附属材料

湖州师范学院求真学院

毕业论文任务书

湖州市第三方物流发展对策研究附属材料

湖州市第三方物流发展对策研究附属材料

湖州市第三方物流发展对策研究附属材料

湖州市第三方物流发展对策研究附属材料

指导教师签名 韦 震

学 生 签 名

系主任签名

湖州师范学院毕业论文开题报告

湖州市第三方物流发展对策研究附属材料

湖州市第三方物流发展对策研究附属材料

湖州市第三方物流发展对策研究附属材料

湖州市第三方物流发展对策研究附属材料

文献综述

10213602 唐华东

摘要:嘉兴位于浙江省东北部,东邻上海,南濒杭州湾,介于北纬30度19分-31度1分,东经120度17分-121 度15分之间.嘉兴市位于上海、江苏、浙江三省(市)交界处,是离上海最近的城市,可以说嘉兴已成为上海的卫星城市东接上海,北临苏州,西连杭州,南濒杭州湾,距杭州、苏州、上海均不到百公里,区位优势明显,是长江三角洲的重要城市之一.它位于环杭州湾的最北端,拥有浙北唯一的出海口.物流业的发展相当不错,但也存在着物流人才匮乏,整体物流系统运行效率低,物流业发展缓慢的现象。

自改革开放以来,随着中国经济的快速增长和科技水平的提高,物流业已成为一个重要的新兴产业,被人称为“第三利润源”,其发展水平已成为我国经济发展的一个重要标志和衡量地区现代化水平和综合实力的标准。基于第三方物流的理论,第三方物流客户需求理论,根据嘉兴现代第三方物流发展现状、特点、趋势和相关问题,从客户需求的角度出发对嘉兴现代第三方物流发展研究提出一些关键因素和SWOT分析。

关键词:物流理论 发展 对策 嘉兴市 SWOT

前言

随着世界经济的持续发展和科学技术的进步,现代物流作为现代经济的重要组成部分和工业化进程中最为经济合理的综合服务模式,在全球各地迅猛发展。这几年,我国对现代物流业的发展有了越来越高的重视,全国三分之二以上地级市都已把物流业的发展作为当地的一个支柱产业来培育和发展。2001 年 3月,国家经贸委等六部委联合印发了《关于加快我国现代物流发展的若干意见》;2003 年,国家发改委、国家经贸委在《当前国家重点鼓励发展的产业、产品和技术目录》中,提出重点鼓励发展物流配送中心。2004 年 8 月,国家发改委等九个部委联合制定《关于促进我国现代物流业发展的意见》,这是我国第一份有关现代物流产业发展的正式文件。2009 年 3,国务院出台《物流业调整和振兴规划》,提出:“制定实施物流业调整和振兴规划,不仅是促进物流业自身平稳较快发展和产业调整升级的需要,也是服务和支撑其他产业的调整与发展、扩大消费和吸收就业的需要,对于促进产业结构调整、转变经济发展方式和增强国民经济竞争力具有重要意义。”嘉兴,作为长三角地区的中心城市,区位交通优势明显,随着近些年在在铁路、公路、港口仓储等物流基础设施方面的逐渐提升,已逐渐成为长三角地区的物流枢纽和浙江北部地区的物流中心。而且在浙江省“大物流”建设和“首个国家物流建设试点省份”的发展战略的推动下,大力发展现代物流业是推动全市经济持续增长,提高城市综合实力的重要途径。

手机号码测吉凶 /shouji/

黄道吉日 /yuanfen/

升旗时间 /flag/

列车时刻表 /huoche/

主题

嘉兴,作为长三角地区的中心城市,区位交通优势明显,随着近些年在在铁路、公路、港口仓储等物流基础设施方面的逐渐提升,已逐渐成为长三角地区的物流枢纽和浙江北部地区的物流中心。而且在浙江省“大物流”建设和“首个国家物流建设试点省份”的发展战略的推动下,大力发展现代物流业是推动全市经济持续增长,提高城市综合实力的重要途径。但是物流发展越来越快,同时也带来了资源浪费、环境污染、结构失衡等影响科学发展的问题,这些问题制约了国民经济全面协调可持续发展。随着越来越多的企业正在改变传统的物流体制,向绿色物流的方向发展以及可持续发展战略成为了经济发展的必然选择,企业必须根据自身的经营特点、客户需求,制定出物流发展策略,是企业谋求长远发展的重大课题。

一、第三方物流相关理论基础

肖蕾在《第三方物流理论、运作与实践》一文中深入分析了对第三方物流的基本理论作出系统阐述,分析了第三方物流的内涵、产生背景、作用及其第三方物流与传统物流方式之间的比较。对第三方物流运作进行了深入剖析,具体分析了第三方物流在供应链管理中的运输功能、仓储功能以及其他增值服务功能。并得出了三个观点:1、第三方物流作为供应链的组织者,应承担综合物流管理的职责,向客户提供全方位、一体化的物流服务。2、电子商务为第三方物流提供了广阔的发展空间,第三方物流企业应发挥业务专长,为电子商务运作提供适当的供应方案。3、第三方物流的成功运作离不开物流信息系统建设,信息系统正日益发挥着重要的作用,成为第三方物流的核心与灵魂。郝聚民在 《第三方物流》和王世伟在《我国第三方物流现状、问题与对策研究》中一般广义的第三方物流是提供全部或部分企业物流功能的一个外部服务的提供者,或者以商品交易为参照系,第三方物流是商品买卖之外服务的提供者。对于狭义的第三方物流的概念,是站在物流服务的角度,即指由物流劳务的提供方、需求方之外的第三方去完成物流服务的物流运作方式。李松庆指出第三方物流是指商品交易双方之外的第三方为商品交易双方提供部分或全部物流服务的物流运作模式。

二、 嘉兴第三方物流现状

虞培茂、胡立明、俞海斌在三人在《嘉兴市第三方物流业的现状、问题及对策研究》一文中从物流企业的规模、业务类型、服务客户、利润率、转型意向、资源状况等几方面深入分析了嘉兴市物流企业的发展状况和特征,并总结了物流企业存在的不足。目前嘉兴物流企业以传统物流为主、企业规模较小、服务水平较低、转型意向的物流企业较少和物流企业的运作资源普遍比较落后。丁海军在《发展嘉兴第三方物流的制约因素与对策》一文中从第三方物流企业的供给能力、第三方物流企业的服务水平、思想观念陈旧对第三方物流缺乏充分正确的认识、外部环境制约第三方物流的发展、信息化程度比较低,第三方物流赖以生存的

信息平台亟待解决、物流服务水平制约第三方物流效率及企业的内部管理等方面进行分析提出有关对策对于优化资源配置,调整经济结构,改善投资环境,增强综合实力和企业竞争能力,提高经济运行质量与效益,实现可持续发展战略,推进嘉兴经济体制与经济增长方式的根本性转变,具有非常重要而深远的意义。而朱江伟在《嘉兴市现代物流业发展对策研究》一文中讨论了嘉兴市发展现代物流产业的重要性和必要性,并采用 SWOT 的分析方法,分析了嘉 兴市在发展现代物流产业中存在的优势和劣势,机遇和挑战。再通过对发达国家物流产业发展历程和发展特点的研究,总结出发达国家在发展物流产业中的成功经验。在分析结论的基础上研究了嘉兴市现代物流产业的发展定位、发展原则、发展目标及发展重点。最后,针对性地提出了嘉兴市发展现代物流产业的对策。

三、嘉兴市第三方物流发展的对策

王世伟在《我国第三方物流现状、问题与对策研究》中指出第三方物流的发展离不开政府的参与和必要的政策支持。当前应实行积极的产业政策。所谓积极的产业政策,是指:重视物流产业发展,积极整合物流资源,将人、财、物等基本要素适当向物流产业倾斜的政策。具体来讲,政府的作用主要体现在两个方面:投资和管理。政府投资的方向应主要侧重于投资金额巨大、回收期长、具有明显的外部经济性等企业不愿涉足或无力承担的项目。作为一名管理者,抓紧制订全国物流基地整体规划是当务之急。市场经济环境下,企业是市场的主体。我国第三方物流业的快速发展,最终要依赖于物流企业的发展。而要实现物流企业的迅速发展,首要的是解决物流的有效需求不足问题。利用 4Cs 理论实行物流营销,是挖掘潜在需求的有效手段。市场竞争靠的是实力,在开发市场的同时,物流企业也要不断提高自身 的物流管理水平。许兆锋在《我国第三方物流发展障碍二及其对策研究》一文中从我国发展第三方物流企业的切入点指出根据顾客的不同需要,通过提供各具特色的服务取得成功。传统的运输、仓储企业发展成为第三方物流企业的关键在于必须注入物流思想、理念并用物流的方法、技术来开展物流活动,而不能像一些储运企业那样只有物流之名而无物流之实,故而需要转型。李元爱在《我国第三方物流现状及发展对策研究》中提出增加服务的便利性,包括代办业务、24小时营业、加快反应速度、推行条形码技术和信息技术;还可推行业务延 伸包括货款回收与结算,也可通过全球卫星定位系统等手段为重要客户提供实时的跟踪信息。进行物流服务是提高企业自身形象的重要手段。第三方物流企业不仅要制定服务基本要素和标准,还要特别突出在运输中服务的差异化,这使提高服务质量的基本条件,并建立高效合理的物流服务管理体制。我国的物流服务与物流发达国家也存在很大的差距,不单是机器设备、专业技术和资金上的差距,更多的是物流理念和专业知识上的悬殊。要缩小这些差距,就要提高物流从业人员的基本素质和涵养,不断的学习和运用国外先进的专业技术和运作方法;并结合我国的物流特色,构建符合我国的物流产业。同时第三方物流企业也要加强与各地科研院所的合作,把所学的理论知识与实际应用有机的结合起来,这样能加快物流方面的专业技术人才和管理人才的培养,打造一批对物流运作规律熟悉,富有开拓创新精神的人才队伍。

同时,要注重物流企业所有员工的物流专业知识和业务方面的培训,以此达到提高物流企业的整体素质。

总结

总的来说,嘉兴的第三方物流产业与发达地区相比在基本条件、产业结构、企业行为、行业绩效等方面都存在明显差异;本文以发展现代物流产业具有的现实意义为出发点,详细介绍了嘉兴市的现代物流业的发展状况。通过对物流产业发展状况的 SWOT 分析,详细分析了本市在现代物流业发展中的优势、劣势、机遇、挑战。通过对优势、劣势、机遇、挑战等几个因素的分析,探讨研究当地物流产业发展的战略定位。并详细提出政策配套与市场秩序的规范、发展重点与综合协调、教育与人力资源保障、物流资源整合与现代物流企业的培育、科技创新机制与物流服务信息平台等对策。不断从现代物流业的广度和深度上提高服务水平,进而从整体上提升嘉兴市现代物流业的发展水平,增强城市的综合竞争力。

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英文文献资料(一)

Determinants of scale efficiency in the Brazilian third-party logistics industry from 2001 to 2009

BAR - Brazilian Administration Review

(vol.9 no.1 Rio de Janeiro Jan./Mar. 2012)

In Brazil, the third-party logistics industry began to gain strength with the Plano Real

economic plan and ensuing economic stability (Fleury & Ribeiro, 2003). Currently, two-thirds of logistics-related expenditure in Brazilian firms is earmarked for logistics service providers, a fact which underscores the importance of outsourcing for the country (Centro de Estudos em Logística

[CEL], 2009). As such, 3PLs must continually be on the lookout for new ways to stay competitive, with efficiency evaluation techniques serving a fundamental role in this quest.

Specifically, the Data Envelopment Analysis (DEA) technique, developed over 30 years ago (Cook & Seiford, 2009), is considered to be a powerful tool for measuring efficiency. This is

primarily due to its capacity to simultaneously process multiple inputs and outputs, thereby aiding managers in decision-making. In conjunction with multivariate data analysis techniques, DEA enables the impact of contextual variables on efficiency levels to be measured (Cooper, Seiford, & Tone, 2007). Despite its major shortcomings, the non-parametric DEA frontier model remains widely used in transportation/logistics efficiency research in general, probably because it has been successfully applied to a wide number of different planning situations (see for example, Hamdan & Rogers, 2007; Lin & Tseng, 2007; Min & Joo, 2009; Panayides, Maxoulis, Wang, & Ng, 2009; Ross & Droge, 2004; Zhou, Min, Xu, & Cao, 2008).It is worth noting that, while most

multivariate data analysis methods - such as ordinary least squares regressions - are oriented

towards central tendency estimates, DEA is directed towards optimal estimates for each individual observation represented in a dataset. More precisely, the performance of these observations is evaluated relative to the frontiers formed by the performance that data shows is possible to attain (Cooper et al., 2007). By contrast, DEA is individually, rather than averages, oriented and deals with frontiers rather than central tendencies.This article focuses on the Brazilian 3PL sector, with the objective of identifying the chief determinants of scale efficiency. To this end, a review of the literature was carried out, both to characterize the sector, and to justify the two-stage model adopted. More precisely, estimation of the DEA efficiency was followed by Tobit regression analysis using unbalanced panel data, thus allowing the estimation of the effect contextual

variables have on sector scale efficiency. The results provided support for the positive impact of

coordination processes, based on the use of information technologies and inventory

synchronization mechanisms – such as just in time and milk run - on logistics performance.

The deployment of complex information technologies is ever more commonplace in 3PLs that coordinate a wide range of activities for their clients. In these cases the transmission of the right information to the right person at the right time so it can be used in real time is one of challenges of providing logistics services (Youngberg, Olsen, & Hauser, 2009). In particular, Enterprise Resource Planning (ERP) systems standardize and integrate order-related information, rendering it more reliable for the 3PL planning of transportation and warehousing resources

relative to client inventories, and, thus, making improved operational performance possible (Chou & Chang, 2008). 3PLs have also garnered prominence in the market due to their mastery of sophisticated IT, for example, by making a variety of information, available over the Internet, including tracking of goods (Lieb & Lieb, 2008). In sum, clients consider technological prowess as a basic item expected of 3PLs (Lieb, 2005).

As a consequence of the increasing popularity of logistics outsourcing in business and the concomitant growth in services supplied by service providers, large numbers of papers and research studies have been carried out and published in recent years in an attempt to better

understand aspects related to 3PLs. Such aspects include, for example, the definition of 3PLs, the reasons for outsourcing, and the scope of the activities 3PLs provide (Zhou et al., 2008). In general terms, a 3PL is an integrated logistics services provider that is prepared to satisfy all or almost all of a client's logistics needs in a customized way (Fleury, 2000, p. 134). Reasons for the wave of logistics services outsourcing and the hiring of 3PLs include cost reduction, improvement of service levels, increased operational flexibility, and the enhanced ability to focus on core business (Wilding & Juriado, 2004). Based on the variety of reasons for outsourcing parts of logistics operations, the emergence of 3PLs capable of performing a range of tasks with different levels of specialization is a natural consequence (Figueiredo & Mora, 2009).

In a survey of large manufacturing firm users of 3PL services conducted in Brazil, Wanke, Arkader and Hijjar (2007) identified a strong association between the production process structure of these firms on one hand, and on the other, the type of services / technological underpinnings offered by the 3PLs. More specifically, it was evident that firms in the automotive, electric

appliances, and aerospace sector tend to hire integrated 3PLs, i.e., that handle transport, storage, and inventory concurrently, and that depend heavily on information technologies. In contrast, foodstuffs, beverages, and fuels firms, for example, tend to hire 3PLs with less of a technology-intense approach – firms more geared towards providing basic transportation

services.The deployment of complex information technologies is ever more commonplace in 3PLs that coordinate a wide range of activities for their clients. In these cases the transmission of the right information to the right person at the right time so it can be used in real time is one of challenges of providing logistics services (Youngberg, Olsen, & Hauser, 2009). In particular, Enterprise Resource Planning (ERP) systems standardize and integrate order-related information, rendering it more reliable for the 3PL planning of transportation and warehousing resources

relative to client inventories, and, thus, making improved operational performance possible (Chou & Chang, 2008). 3PLs have also garnered prominence in the market due to their mastery of sophisticated IT, for example, by making a variety of information, available over the Internet,

including tracking of goods (Lieb & Lieb, 2008). In sum, clients consider technological prowess as a basic item expected of 3PLs (Lieb, 2005).The recognition of the importance of coordination processes on transportation and warehousing, key supply chain functions performed by 3PLs, is by no means new (Ng, Ferrin, & Pearson, 1997). The novelty, however, is the appearance of IT applications that have transformed the operational mode of these activities and leveraged supply chain performance (Mason, Ribera, Farris, & Kirk, 2003; Stefansson & Lumsden, 2009).

Transportation and warehousing management systems, for example, are key-technologies used to manage the physical flow of merchandise along the supply chain. Integrated systems (including transportation management systems, warehousing management systems and global inventory visibility via Internet) may potentially drive down costs and improve client services through a better matching of resources with demands, thus reducing shipping/receiving lead times, yielding more accurate shipping and reducing variability in response times (Mason et al., 2003). Certification processes, such as those developed by the International Organization for

Standardization (ISO), are another valued aspect of the 3PL industry. By means of structuring and implementation of standardized procedures, certification tends to be associated with improved service levels. For example, it has been empirically shown that ISO 9000 compliance improves the performance of logistical operations, providing positive results soon after adoption. Better performance translates into shorter lead times for products, and shorter turnover for cash circulating between suppliers, clients and service providers (Lo, Yeung, & Cheng,

2009).According to Zhou, Min, Xu and Cao (2008), despite the numerous studies on the 3PL sector that had been completed by that time, only two attempted to evaluate the performance of the industry using DEA. This shortcoming clearly suggests a void to be filled. It must be noted, however, that DEA has already been satisfactorily employed in other segments that deal directly with logistics, such as the airline industry, (Schefczyk, 1993), airports (Pacheco & Fernandes, 2003), road passenger transport (Odeck & Alkadi, 2001), container terminals (Cullinane, Song, & Wang, 2005; Min & Park, 2005; Turner, Windle, & Dressner, 2004; Wang, Song, & Cullinane, 2002), ports in general (Panayides et al., 2009) and large petroleum distribution networks (Ross & Droge, 2004).As mentioned, studies that discuss the application of DEA, specifically in the 3PL sector, are scarce and relatively recent. Min and Joo (2006), for example, applied the technique to a group of six leading US-based 3PLs. The authors developed a benchmark as a way to identify the 3PLs developing best practices and to allow other 3PLs to emulate them. According to the authors, the DEA technique helps guide financial investments as well as assesses the impacts of investments on firm performance. The results indicated that US 3PLs, which rank among the 25 largest in 2000, could not be considered efficient during any part of the period investigated (1999-2002). It was also noted that the fall in the growth rate of US manufacturing in 2001

correlated with a decline in the operational performance of the 3PLs studied. Hamdan and Rogers (2007) applied the DEA technique to 3PL warehousing operations. Nineteen warehouses

belonging to a US 3PL were studied. The study reflects the importance of warehousing processes for the sector. For purposes of modeling, inputs were chosen that represented work, space,

technology and equipment, and outputs that represented quantity produced, order fulfillment and use of space. The analyses were validated by the 3PL: four of the six warehouses classified as efficient ranked among the firm as highest performers.Zhou et al. (2008) subsequently applied the DEA technique to the 3PL sector in China. Their intention, beyond establishing a benchmark for the sector, was to identify factors that could affect the performance of the 3PLs. To do so, after

having measured the operational performance of the group under study, DEA scores were

regressed against four potential impacting factors. Among the main conclusions was the fact that company size does not necessarily impact 3PL efficiency in a positive way, as would be expected. It was also discovered that accumulated sales revenues enabled a better use of 3PL resources, and that investments in staff team training, as well as being good for personnel retention, positively influenced 3PL performance.In general, the greatest challenge to studies that apply DEA to logistics firms is the identification of environmental factors or contextual variables that

significantly affect efficiency (Zhou et al., 2008). In this study, our interest in scale efficiency is not merely to determine whether a particular 3PL is operating at – or close to – its optimum level, given the set of inputs used and the level of outputs generated: it is also to determine the objective conditions under which this can take place, analogous to the study by Ross and Droge (2004). In other words, scale efficiency can be used to determine how close each 3PL of the sample is to its corresponding most productive scale size and to what extent such distance is a consequence of coordination processes in the supply chain: management of information flows, inventory

synchronization mechanisms, and scaling of resources (Wanke, 2003).In large-scale distribution systems (the typical situation of a 3PL), different coordination processes frequently lead to different patterns of resource allocation among activities, potentially making adjustments of the scale to the operation more flexible (Ross & Droge, 2004). In this case, the results of scale

efficiency may indicate opportunities for downsizing (decreasing returns to scale) or consolidation of operations (increasing returns to scale). For example, depending on alternative uses for

information technologies (ITs) and mechanisms to synchronize and move the inventories by 3PLs, there may be situations in which the warehouse experiences decreasing (increasing) returns to scale due to its very large (small) size compared to inventory levels, movement of cargoes, and orders that have been allocated (Ross & Droge, 2004).

The basic idea is, therefore, to verify the role of these coordination processes when

computing the scale efficiency of the 3PL, assessing whether, in fact, the 3PL engenders a more rational allocation of resources (inputs) to the demand (outputs) and, consequently, an operation close to the most productive scale size, with real time information availability as a cornerstone.So, in this research, the Brazilian 3PL sector was analyzed for the period 2001–2009 using a two-stage DEA model. The model involved first calculating efficiency scores, followed by an analysis of unbalanced panel data using a Tobit regression model.

英文文献中文翻译(一)

10213602 唐华东

来源:巴西政府审查(第一号里约热内卢一月)

作者:巴西政府

出版时间:20xx年4月

从2001到2009在巴西的第三方物流产业规模效率的影响因

在巴西,第三方物流行业开始与平房经济计划获得力量和随后的经济稳定(2003弗勒里和里贝罗,)。目前,物流在巴西公司相关支出的三分之二是用于物流服务提供商,凸显为国家外包的重要性(Centro de estudos电磁计程仪í斯蒂卡[细胞],2009)。因此,企业必须不断在寻找新的方法来保持竞争力的了望台,效率评价技术在这一过程中服务的基础性作用。

具体而言,数据包络分析(DEA)技术,开发了超过30年前(库克和讨论,2009),被认为是一个功能强大的工具,用于测量效率。这主要是由于它的能力同时处理多个输入和输出,从而帮助管理者进行决策。在多元数据分析技术相结合,使上下文变量的DEA效率水平的影响被测量(库珀,讨论,和音,2007)。尽管其主要缺点,DEA的非参数前沿模型依然被广泛使用在运输/物流综合效率的研究,可能是因为它已成功地应用于很多不同的规划情况(例如哈姆丹和罗杰斯.值得注意的是,大多数的多元数据分析方法,如普通最小二乘回归-面向中央趋势估计,DEA是针对每个观测数据集为代表的最佳估计。更确切地说,评估相对表现的资料表明,形成的前沿这些观察的性能可以达到(Cooper等人,2007)。相比之下,DEA是单独的,而不是平均值,为导向,而不是集中趋势交易的前沿。本文着重对巴西3PL领域,具有识别规模效率的主要因素的结论。为此,对文学进行了审查,以描述的部门,并证明两阶段模型。更确切地说,的DEA效率估计随后由Tobit回归分析使用的非平衡面板数据,从而影响上下文变量估计有界规模效率。结果协调过程的积极影响提供了支持,基于信息技术和库存的同步机制的使用–如刚刚在时间和牛奶润物流绩效。

复杂的信息技术部署在第三方物流协调广泛的客户活动越来越普遍。在这些情况下,传递正确的信息给正确的人在正确的时间,所以它可以用在实时是提供物流服务的挑战(youngberg,奥尔森,和豪瑟,2009)。特别是,企业资源规划(ERP)系统的规范和整合订单相关的信息,使其更可靠的第三方物流规划的运输和仓储资源相对于客户的库存,因此,改善的操作性能,使可能的(Chang,2008)。第三方物流企业还获得了突出的市场由于其复杂的,掌握为例,通过各种信息,在互联网上,包括货物跟踪(利布和李,2008)。总之,客户考虑的技术实力为基础的项目预期的第三方物流(李,2005)

由于物流外包业务的日益普及和服务提供商提供的服务同时增长,大量的论文和研究已经进行了研究,并发表在为了更好地了解相关的第三方物流方面近几年。这些方面包括,例如,第三方物流的定义,对外包的原因,与企业的活动范围提供(Zhou等人。,2008)。一般来说,一个第三方物流是一家综合性的物流服务供应商,准备满足所有或几乎所有客户的物流需求在一个定制的方式(5,2000,134页)。对物流服务外包的波和第三方物流企业的招聘的原因包括降低成本,提高服务水平,增加了操作的灵活性,以及增强的能力专注于核心业务(野生和juriado,2004)。基于对物流业务的外包部分原因多种多样,能够进行一系列不同层次的专业化任务的第三方物流企业的出现是一种自然的后果(Figueiredo和莫拉,2009)。

在第三方物流服务在巴西,万科进行的大型制造企业用户的调查,arkader和hijjar(2007)确定了一个强大的协会,这些企业生产过程中的结构之间的一方面,和其他类型的服务,由第三方物流企业提供了技术支持/。更具体地说,很明显,在汽车,家电企业,和航天部门倾向于录用集成第三方物流,即,处理,运输,存储,和库存的同时,这在很大程度上依赖于信息技术。相比之下,食品,饮料,和燃料的公司,例如,倾向于雇佣更少的技术密集型的方法–公司更致力于为基本运输服务的第三方物流。复杂的信息技术部署在第三方物流协调广泛的客户活动越来越普遍。在这些情况下,传递正确的信息给正确的人在正确的时间,所以它可以用在实时是提供物流服务的挑战(youngberg,奥尔森,和豪瑟,2009)。特别是,企业资源规划(ERP)系统的规范和整合订单相关的信息,使其更可靠的第三方物流规划的运输和仓储资源相对于客户的库存,因此,改善的操作性能,使可能的(周杰伦&

Chang,2008)。第三方物流企业还获得了突出的市场由于其复杂的,掌握为例,通过各种信息,在互联网上,包括货物跟踪(利布和李,2008)。总之,客户考虑的技术实力为基础的项目预期的第三方物流(李,2005)。对配位过程的运输和仓储的重要性的认识,供应链中的关键功能的第三方物流,绝不是新的(NG,铁,&皮尔森,1997)。然而,新奇,是它的应用程序,把这些活动和杠杆化的供应链绩效的操作模式的出现(梅森,贝拉,法里斯,&柯克,2003;Stefansson &拉姆斯登,2009)。例如,运输和仓储管理系统,用于沿供应链管理商品的实物流动的关键技术。集成系统(包括交通运输管理系统,仓储管理系统和全球库存可见性通过互联网)可能会降低成本,通过更好地匹配的资源要求改善客户服务,减少航运/接收时间,得到更准确的航运和减少变异的响应时间(Mason等人。,2003)。认证过程,如那些由国际标准化组织(ISO),是另一个重要的方面,第三方物流产业。通过构建和实施标准化的程序,认证能够提高服务水平相关。例如,它已被经验证明,符合ISO 9000标准提高了物流运营绩效,提供后不久通过积极的结果。更好的性能,转换成较短的交货时间,产品,和更短的周转现金循环与供应商,客户和服务提供商(LO,杨,与城,2009)。根据周,分钟,徐、曹(2008),尽管在第三方物流部门,那时已完成了大量的研究,只有两个试图评估性能的工业利用DEA。这个问题清楚地表明一个空隙被填充。必须指出,然而,DEA方法已成功地用于其他的片段,直接处理与物流,如航空业,(schefczyk,1993),机场(2003帕切科&费尔南德斯,),道路旅客运输(odeck和alkadi,2001),集装箱码头(卡利纳恩,歌曲,和王,2005;最小和公园,2005;特纳,谜语,&德雷斯纳,2004;王,歌曲,和卡利南,2002),端口一般(panayides等人。,2009)和大型石油分销网络(罗斯& Droge,2004)。如前所述,研究讨论了DEA的应用,特别是在第三方物流业,是稀缺的,比较近。min和珠(2006),例如,技术的一组六个美国的领先的第三方物流企业的应用。作者开发了一个基准作为一种方法来确定第三方物流企业发展的最佳实践,并允许其他企业仿效他们。根据作者的观点,DEA技术有助于引导金融投资以及评估投资对企业绩效的影响。结果表明,我们的第三方物流企业,跻身25大2000,不能被认为是有效的调查期间的任何部分在(1999-2002)。也有人指出,增长率的下降的美国制造业在2001与下降的经营业绩的第三方物流研究。哈姆丹和罗杰斯(2007)应用于第三方物流仓储业务的DEA方法。十九仓库属于我们的第三方物流进行了研究。研究了机构仓储过程的重要性。用于建模,输入被选为代表的工作,空间,技术和设备,并为代表的数量产生输出,订单的处理和利用空间。在分析了第三方物流验证:四的六个仓库分为有效的排名最高的公司作为表演者Zhou等人。(2008)随后应用DEA方法在中国物流业。他们的意图,除了建立该行业的基准,是确定的因素可能会影响第三方物流绩效。这样做,有测量在研究集团经营业绩后,DEA分数进行回归分析对四个潜在的影响因素。其中的主要结论是,公司规模大小不一定是以积极的方式影响第三方物流效率,可以预期。它也被发现,累计销售收入能更好地利用第三方物流资源,而且投资员工队伍的培训,作为人才保留好,第三方物流绩效的积极影响。在一般情况下,研究,应用DEA最大的挑战物流企业是环境因素或环境变量的显着影响效率的识别(Zhou等人。,2008)。在这项研究中,我们在规模效率的兴趣不仅仅是要确定是否一个特定的第三方物流运行在–或接近–其最佳水平,给出了使用的投入和产出水平集的生成:是确定目标的条件下,这可以发生,类似于罗斯和Droge研究(2004)。换句话说,规模效率可用于确定每个3PL的样品其相应的最佳生产规模和在供应链协调过程的结果是这样的距离有多近:信息流的管理,库存的同步机制,并调整的资源(万科,2003)。在大规模的分配系统(一个第三方物流的典型的情况),不同的协调过程经常导致活动之间的资源分配模式不同,可能操作更灵活的生产规模的调整(罗斯& Droge,2004)。在这种情况下,规模效率的结果可能表明机会精简(规模报酬递减)或合并操作(规模报酬递增)。例如,根据信息技术的其他用途(其)和同步的机制和第三方物流企业将库存,有可能是在仓库的

经验减少(增加)的规模收益情况,由于其非常大(小)规模相比,库存水平,运动货物,并已被分配的订单(罗斯& Droge,2004)。

基本的想法是,因此,为了验证这些协调过程的作用时,计算第三方物流,规模效率评估是否,事实上,第三方物流产生一个更合理的分配资源(投入)的需求(输出)和,因此,操作接近最佳生产规模,与真正的时间信息的可用性为基石的。

英文文献资料(二)

Third-party logistics enterprises in China to explore the

mode of operation

MaoXiaojuan xieqing

Third-party logistics is the social division of labor and goods the product of economic development, and with the deepening social division of labor and the development of commodity economy and evolving. , With the scientific and technological revolution and the development of social division of labor, third-party logistics has gradually become the dominant form of modern logistics. The introduction of third-party logistics in China in recent years thing. This as a result of third-party logistics contract to provide a full set of logistics system approach allows enterprises to concentrate on core competitiveness, the enterprise, "the third profit" the source, therefore, more and more enterprises choose to some or all of the logistics outsourced to third-party logistics business. At the same time, the growth of the logistics needs of third-party logistics enterprises to promote the expansion of development.

Third-party logistics enterprises in China in general and logistics from the traditional development of related enterprises, logistics, logistics services is still in the tradition of the conversion process to a modern logistics in the initial stage, many third-party logistics enterprises lack of the correct understanding of the logistics, the logistics of foreign mature market on the development of third-party logistics enterprise-depth analysis of the law nor in the scientific mode of operation there is a great lack of, so at this stage to study traditional Chinese logistics enterprises will be shifted to third-party logistics business has a very strong mode of operation of the reality significance.

1.The Obstacles of traditional logistics Into Third Party Logistics in China Traditional logistics transformation to meet the requirements of modern logistics third-party logistics there are the following obstacles:First, the concept of barriers. Theory of logistics, value-added services do not understand or know very little to satisfy the partition function of providing services;Second, barriers to logistics information services. Logistics enterprises in the traditional information management systems used in the small, many businesses within the information processing or manual operation, can not provide value-added services, logistics information;Third, specialized personnel and equipment obstacles. With specialized knowledge of

logistics, management and marketing management of a serious lack of personnel, logistics facilities do not meet service requirements.Fourth, the backward mode of service. Therefore, the traditional logistics to third-party logistics changes have to overcome these obstacles, the condition of our country to take appropriate mode of operation of third-party logistics.

2.Improper mode of operation of third-party logistics negative impact

Improper mode of operation of third-party logistics will give rise to many negative effects: First, some logistics enterprises in operation in the positioning mode, tend to exaggerate the service capacity, resulting in business can not do meticulous precision, can not form the core competitiveness, and ultimately as a result of the lower level of service, it is difficult to retain customers; Secondly, the logistics of the different characteristics suitable for their own clientele and services, the macro level, the logistics of inter-firm division of labor should be both competing and collaborating together to form a rational and healthy market of logistics services. If the logistics and content of the services not explicitly targeted, the market will result in the same mode of operation of the logistics enterprises identical, blind competition.

3.the basis of classification to define the Mode of operation of third-party

logistics enterprises

As the third-party logistics company is a professional logistics service providers, some scholars have been from the perspective of service to third-party logistics companies have been classified, the classification is based on two-dimensional. This article holds that, for logistics service providers is how to provide services is the focus of its strategy, but how to integrate more resources should be the primary consideration.Resources and logistics services to co-determine the mode of operation of the logistics business and a key to distinguish it from competitors. After the breakdown, this article from the resources, services, scope of services defined by three aspects of third-party logistics company mode of operation.

(1)Resource Integration

Way from the resources, the third-party logistics enterprises in two ways.One is the fixed assets does not possess and rely on external resources to organize and coordinate the operation of the "non-asset-based" third-party logistics enterprises. As a result of any large amount of capital investment, operation with less risk. This mode of operation can be better is a prerequisite for the operation of the logistics requirements of the underlying market is mature, easy access to social resources and a greater choice.The other is to invest in various types of equipment and logistics to establish its own network of "asset-based" third-party logistics enterprises.Although this mode of operation the need for greater input, but have their own networks, and equipment to better control the process of logistics services, and its flexible capacity and overall service quality be assured, strong asset a company can demonstrate the strength, is conducive to building a relationship of trust with customers, the brand promotion and market development are important.What is there is no absolute standard way depends largely on the background of enterprises, investment capacity, strategic planning as well as the macroeconomic environment.

(2)Services Content

In the service content, third-party logistics companies to provide logistics services to four levels: the lower the function of integrated logistics services and value-added logistics services, as well as higher integration services and systems integration consulting design services.Integration is a function of the lowest type of logistics services provided by such enterprises, such as freight forwarding, transportation, warehousing, distribution in one or more of service.Their competitiveness is the full and effective use of own resources based on the function of logistics services to improve operating efficiency, achieve more efficient than the self-logistics, but also low-cost operation, the traditional transportation, warehousing companies actually provide such services . Value-added logistics services to ensure a high level of functionality to provide logistics services on the basis of a number of additional value-added services for customers to share more of the non-core businesses. There is no fixed value-added services elements of the industry's need for a different value-added services are not the same.To provide integrated logistics services to the section of the supply chain (such as distribution logistics) or the whole supply chain logistics activities in a highly integrated and effective convergence, for the operation, management and optimization, they provide customers with a long-term, professional and efficient logistics services.Provide system consulting and design of logistics enterprises have not only the operation and management capacity of the whole supply chain, and the head to take advantage of professional, scientific knowledge of the logistics for clients tailored logistics system for the planning, design, integration and improved operational efficiency and enhance efficiency, enhance customer service levels and rapid response capabilities, and better customer support and service in the sustainable development strategy.

(3)Services Range

Range of services mainly refers to third-party logistics enterprises in the scope of service industries. Some relatively narrow range of business services, a higher concentration, only a single or a small number of businesses providing services, others a wide range of business services can provide services to multiple industries.Logistics in a mature market, third-party logistics companies to establish their own competitive advantage, the general will be the main business location in one or a few specific industries, because of different mode of operation of its logistics industry is different, focusing on specific industries can be advantage of the formation of the industry to strengthen its competitiveness.

英文文献中文翻译(二)

10213602 唐华东

来源:中国物流报,第22期

作者:毛小娟 谢青

出版时间:20xx年5月

我国第三方物流企业的运作模式探讨

第三方物流是社会分工和商品经济发展的产物,并随着社会分工的深化和商品经济的发展而逐步发展。,随着科学技术革命和社会分工的发展,第三方物流逐步成为现代物流的主导形式。我国第三方物流的引入是近几年的事情。由于第三方物流这种以合同制提供系统全套物流的方式,可以使企业为把精力集中在核心竞争力上,成为企业“第三利润”的来源,因此,越来越多的企业选择将部分或全部物流业务外包给第三方物流。同时,物流需求的增长促进了第三方物流企业的扩张式发展。

我国第三方物流企业一般从传统的与物流相关的企业发展而来,物流还处于传统物流服务向现代物流转换过程的初级阶段,许多物流企业缺乏对第三方物流的正确认识,对国外成熟物流市场上第三方物流企业的发展规律也没有深入分析,在运作模式的科学性上尚有很大欠缺,所以,在现阶段,研究我国传统物流企业转向第三方物流企业的运作模式具有非常强的现实意义。

1我国传统物流转化为第三方物流的障碍

传统物流转化为符合现代物流要求的第三方物流存在着以下障碍:一是观念障碍。对物流理论、增值服务不甚了解或了解甚少,满足于提供分割的功能服务;二是物流信息服务障碍。在传统物流企业中使用信息管理系统的为数不多,许多企业内部的信息处理还是手工操作,无法提供物流信息增值服务;三是专业化的人员和设备障碍。具有专门物流知识、经营管理及营销管理的人才严重缺乏,物流设施不符合服务要求。四是服务模式落后。因此,传统物流向第三方物流转变必须克服这些障碍,采取适合我国国情的第三方物流运作模式。

2不当的第三方物流运作模式的负面影响

第三方物流运作模式不当会带来很多负面影响:首先,有些物流企业在定位运作模式时,倾向于夸大服务能力,导致业务无法做精做细,不能形成核心竞争力,最终由于服务水平低下,难以留住客户;第二,各物流企业的不同特点决定了它们有各自适合的服务对象和服务内容,宏观上,各物流企业间应当是既有分工协作又有相互竞争,共同形成理性、健康的物流服务市场。如果物流企业的服务对象和内容没有明确定位,就会造成同一市场上的物流企业运作模式雷同、盲目竞争的局面。

3第三方物流企业运作模式分类的界定依据

由于第三方物流企业是专业的物流服务提供商,因此一些学者曾经从服务的角度对第三方物流企业进行过分类,分类的依据都是二维的。本文认为,对于物流服务提供者来说,如何提供服务固然是其战略重点,但如何整合资源更是应该首要考虑的问题。资源整合和物流服务的模式共同决定了物流企业的运作模式,也是其区别于竞争对手的关键所在。经过细分,本文从资源整合、服务内容、服务范围三个方面来界定第三方物流企业的运作模式。

3.1资源整合

从资源整合的方式看,第三方物流企业主要有两种。一种是不拥有固定资产,依靠组织协调外部资源进行运作的“非资产型”第三方物流企业。由于不需要大量的资金投入,

运行风险较小。这种运作模式能够较好运行的前提条件是要求底层的物流市场很成熟,社会资源容易获取而且选择余地较大。 另一种是投资购买各种装备并建立自己物流网点的“资产型”第三方物流企业。这种运作模式虽然需要较大的投入,但拥有自己的网络、装备有利于更好地控制物流服务过程,其柔性化能力和整体服务质量也有保证,雄厚的资产还能展示一个公司的实力,有利于同客户建立信任关系,对品牌推广和市场拓展有重要意义。 采用哪种方式没有绝对的标准,主要取决于企业的背景、投入能力、战略规划以及宏观环境。

3.2服务内容

在服务内容上,第三方物流企业可以提供四个层次的物流服务:集成度较低的功能型物流服务和增值型物流服务,以及集成度较高的综合集成服务和系统咨询设计服务。 集成度最低的是功能型物流服务,这类企业提供诸如货代、运输、仓储,配送中的某一项或几项服务。他们的竞争力在于充分有效利用自有资源的基础上提高功能物流服务的经营效率,达到比自营物流更高效、更低成本的运作,传统的运输、仓储企业实际上就是提供这种服务的。增值型物流服务是在保证能够提供高水平的功能型物流服务的基础上,附加一些增值服务,替客户分担更多的非核心业务。增值服务没有固定的组成要素,不同的行业所需的增值服务也不尽相同。 提供综合集成服务的物流企业能够把供应链上的一段(如分销物流)或者整个供应链的物流活动高度集成、有效衔接,进行运作、管理和优化,他们为客户提供一种长期的、专业的、高效的物流服务。提供系统咨询与设计的物流企业不仅具备运营和管理整个供应链的能力,而目能够利用专业、科学的物流知识为客户量身进行物流体系的规划、设计、整合和改进,全面提升运作效率与效益,提高客户服务水平和快速反应能力,更好支持和服务于客户的可持续发展战略。

3.3服务范围

服务范围主要是指第三方物流企业所服务的行业范围。有些企业服务范围相对较窄、较集中,仅为单一或者少数行业提供服务,另外一些企业服务范围很广,可以为多个行业提供服务。在成熟的物流市场上,第三方物流企业为了建立自已的竞争优势,一般将主营业务定位在特定的一个或几个行业,因为不同的行业其物流运作模式是不同的,专注于特定行业可以形成行业优势,增强自身的竞争能力。

湖州师范学院本科毕业论文指导教师审阅表

湖州市第三方物流发展对策研究附属材料

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湖州市第三方物流发展对策研究附属材料

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