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1、物流时代物流时代 Era of logistics第三方物流概述第三方物流概述 Third Party Logistics Overview内部物流与第三方物流内部物流与第三方物流 In-House Versus Third Party案例分析与总结案例分析与总结 Case Study And SummaryOnce,Logistics from the military logistics,mainly for war materiel transport曾经，物流源于军事后勤，主要用于战争物资的运输Later,with the economic development,the growin
2、g social demand for logistics.Therefore,third-party logistics came into being.后来，随着经济的发展，社会对物流的需求越来越大。因此，第三方物流应运而生了。但是，也有很多企业选择内部物流，而不是选择第三方物流。那么，具体的原因是什么呢？However,there are a lot of companies have chosen to internal logistics,rather than selecting a third-party logistics.Well,the specific reasons f
3、or what is it?In-House Or TPL二、第三方物流概述二、第三方物流概述 Third Party Logistics OverviewThird Party Logistics Overview 1、第三方物流Third Party LogisticsThird Party Logistics一个组织需要在其配送和物流功能上做出的一项重大决策是是否使用第三方的服务，或者是拥有企业自己的配送操作系统。在英国，第三方物流成为一种重要的选择已经很多年了，A major decision that an organization needs to make in its dist
4、ribution and logistics function is whether to use a third-party service,or whether to have company owned distribution operation.Third-party distribution has been an important alternative in the UK for many years.横跨欧洲大陆和北美的大部分地区，对于第三方配送服务商的使用也有显著增长。欧洲的平均水平超过25。英国，37.5，拥有比例最高的外包工作。Across most of conti
5、nental Europe and also North America,the use of third-party distribution service providers has also now grown significantly.The Europe average is over 25 percent.The UK,at 37.5 percent,has the highest proportion of contracted-out operation.2、内部物流与第三方物流 In-House versus Third PartyIn-House versus Thir
6、d Party企业决定是否保留企业内的配送操作，或者外包给第三方物流服务提供商有很多原因There are many reasons why an organization decides whether to keep its distribution operation in-house,or contract it out to a third party service provider.以下是一些可以考虑的因素：The following are some of the factors that may be considered.3、选择第三方物流的原因 Reasons to ch
7、oose a Third PartyReasons to choose a Third Party降低成本：订立外包合同容易识别相关成本To reduce costs:by contracting the operation out it is easier to identify associated costs集中企业内部的核心竞争力的原因The need to focus reasons on core competencies within the business缺乏仓储设施Lack of warehousing facilities缺乏内部专门知识的汽车业务Lack of inte
8、rnal expertise in vehicle operations 优化运输过程中使用的波峰和波谷交易模式的无力The inability to optimize transport use during peaks and troughs in trading patterns 避免法律责任 Avoidance of legal responsibilities在交付产品时需要提供更多的灵活性来提高对客户的服务水平。Need to raise levels of service to customers by offering more flexibility in deliverin
9、g products4、选择内部物流业务的原因 Reasons to choose an in-house operationReasons to choose an in-house operation对业务的所有领域保持完全控制Retain complete control over all areas of the business保持成本控制：不需要将成本之上的利润支付给第三方。To keep control of costs:not having to pay the third party a profit margin on top of the costs对客户的分布保持直接的
10、联系To keep a direct link in distribution with customers 贸易物流，是建立在一个单一的交易或一系列个别交易之上的关系的物流。Transaction logistics,where the relationship is built on a single transaction or a series of individual transactions.合同物流，是以契约形式为导向，依赖于第三方供应商，来满足公司所定义的绩效目标的明确定义的关系。Contract logistics,where a specifically defined
11、relationship that is contractually oriented and dependent on the third party provider meeting the companys defined performance goals.5、不同程度的外包 Varying Degrees of Outsourcing Varying Degrees of Outsourcing战略联盟，是指每一方有需求，而且另一方可以满足，并且两方为了互惠互利享有共同的价值观，目标和企业战略的计划持续的关系。Strategic alliance,where a planned on
12、going relationship,where each party has needs that the other can fulfill,and both firms share values,goals and corporate strategies for mutual benefit.6、第三方经营的类型 Types of Third Party OperationsTypes of Third Party Operations这里有许多不同类型的第三方物流经营类型可供选择。范围涵盖了提供专用或独家经销，所有的配送都是由第三方运营商，有时候可能只可用于在不规则的时间间隔内的配送
13、。There are a number of different types of third-party distribution operation available.The range spans dedicated or exclusive distribution where all the distribution is provided by a third party operator,to occasional use where a third party may only be used at irregular intervals7、第三方物流的关键驱动因素 Key
14、Drivers for Third Party DistributionKey Drivers for Third Party Distribution 决定是否使用第三方物流或使用内部物流有许多优点和缺点。There are many advantages and disadvantages for deciding whether to use third-party distribution or keep it in-house.对一些而言需要客观的评估，对于另外一些而言更多的是主观评估，因为它们涉及到历史实践或者仅仅是个人喜好。Objective assessment can be
15、made for some and others are more subjective,because they relate to historical practices or merely personal preference.However the key drivers for third-party distribution can be broadly split into three categories.These categories are cost,organizational factors and physical factors.8、第三方物流和信息技术 Th
16、ird Party and Information TechnologyThird Party and Information Technology 现在使用IT技术是任何企业的日常生活的一部分。然而，这么多在使用的系统中，他们并不总是兼容。同样，组织必须确保系统有足够的资源，以应付额外的工作。下一节将从以下的角度来着眼于IT的要求，分别是企业，第三方供应商和外包问题。The use of IT in any business is now part of everyday life.However there are so many systems in use and they are n
17、ot always compatible.Equally the organization must ensure that the systems have enough resources to cope with the extra work involved.The next section looks at the requirements from IT from the following perspectives,the business,the third party provider and contract issues.9、第三方物流配送的主要问题 Key Issues
18、 in Third Distribution andKey Issues in Third Distribution and LogisticsLogistics 定期进行调查，试图找出用户的选择第三方配送公司关键因素是什么。结果显示，服务是最重要的因素。Surveys are undertaken on a regular basis to try to identify what the critical factors are in a users choice of a third-party distribution company.Service comes out as the
19、most important factor.成本，尽管非常重要的，却排第三位，而客户所体验的质量成为了第二个最重要的因素。这反映了许多用户所持续的关注的质量，诚信（忠诚）和个人参与配送运作的能力是其成功的最重要的因素。Cost,although extremely critical,comes third,with the quality of people used the second most important.This reflects the continued concern for many users that it is the quality,commitment and
20、 ability of the personnel involved in any distribution operation that is paramount to its success 三、内部物流和第三方物流三、内部物流和第三方物流In-house versus Third PartyIn-house versus Third Party一个组织决定是否保留配送业务，或者外包给第三方服务提供商有很多原因,以下是一些可能要考虑的因素。There are many reasons why an organization decides whether to keep its distr
21、ibution operation in-house,or contract it out to a third party service provider.1、选择第三方的原因Reasons to Choose a Third Party Reasons to Choose a Third Party 减少成本：通过外包业务，识别相关成本。To reduce costs：by contracting the operation out,it is easier to identify associated costs.集中资源于企业的核心能力上。The need to focus reso
22、urces on core competencies within the business.缺乏仓储设施。Lack of warehousing facilities.在汽车业务上缺乏内部专业知识。Lack of internal expertise in vehicle operations.无法优化用在运输上的波峰和波谷的交易模式。The inability to optimize transport use during peaks and troughs in trading patterns.避免法律责任。Avoidance of legal responsibilities.在交
23、付产品时需要提供更多的灵活性来提高对客户的服务水平。Need to raise levels of service to customers by offering more flexibility in delivering products2、选择内部物流业务的理由Reasons to choose an in-house operationReasons to choose an in-house operation 在业务的所有领域保持完全控制。Retain complete control over all areas of the business.保持控制成本（不需要将成本之上的
24、利润支付给第三方）。To keep control of costs（Not having to pay the third party a profit margin on top of the costs）.在配送方面保持与顾客的直接联系。To keep a direct link in distribution with customers.咨询公司任专职体育顾问的Peters,Lieb和 Randall 指出在最近一次调查中印证了企业为什么选择外包配送操作的主要原因。如图29Consulting firms PE Consulting and Peters,Lieb and Randa
25、ll show in a recent survey the main reasons quoted why firms opt for contracting out of their distribution operation（Figure 29）PE Consulting%of firmsPeters，Lieb and Randall.%of firmsImproved service87Lower cost56Reduced cost85Greater flexibility55Increased flexibility79Improved operational efficienc
26、y53Avoided investment61Ability to focus on core business51Non-core activity59Improved customer service49Obtained specialist50Improved expertise/market knowledge and access to management data29Improved control50Other8Figure 29:Main Reasons Quoted Why Firms Opt for Contracting out of their Figure 29:M
27、ain Reasons Quoted Why Firms Opt for Contracting out of their Distribution Operation(Source:PE Consulting 1996;Peters et al,1998)Distribution Operation(Source:PE Consulting 1996;Peters et al,1998)表表 29 29：企业为什么选择承包其的配送经营的主要原因（来源企业为什么选择承包其的配送经营的主要原因（来源:PE:PE咨询咨询1996;Peters1996;Peters等人等人,1998,1998年年）
28、决定是否保持内部配送或使用第三方提供商，需要平衡以下两方面的因素：物流对于企业成功的重要性，企业在物流功能的管理上是否具备足够的能力。该策略的遵循取决于公司找到自己的位置。Deciding whether to keep the distribution in-house or to use a third party provider,is a balance of 2 factors:how critical logistics is to the firms success and how competent the firm is in managing the logistics f
29、unction.The strategy to follow(as shown in Figure 30)depends on the position in which the company finds itself.一个公司,具有较高的客户服务需求，物流成本在总成本中占很重要的比重，一批有能力的物流操作管理的主管人员可能会决定企业保持内部配送。阿斯达就是这样一个公司,由于其优越的供应渠道,所以有这些特点。A company that has high customer service requirements,significant logistics costs as a propor
30、tion of total costs,and an efficient logistics operation administered by competent personnel will likely decide to keep distribution in-house.Asda is a company that,because of its superior supply channel,has these characteristics.对于那些不把物流作为中心战略，并在公司内部不具备高层次能力，把物流外包给第三方供应商的组织提供了降低成本和通过更好的客户服务，提高客户满意度
31、的机会。For those organizations that do not have logistics as central to strategy,and do not have a high level of competency within the firm,outsourcing to a third party provider,offers opportunities to reduce costs and improve customer satisfaction through better customer service.比如，就像戴尔这样的企业一样。戴尔将生产和销
32、售的高科技电脑硬件视为自己的核心竞争力，而不是物流。因此，他们把物流外包给多个第三方供应商。An example of such anorganization is Dell computers.Dell sees manufacturing and marketing high technology PC hardware as their core competencies rather than logistics.They therefore outsource distribution to several third party providers.第三个选项是物流对于企业战略是至
33、关重要的，但内部人员没有为客户提供所需的服务水平的技能水平。这个解决方案应该是找到你个具有这项能的企业以便双方企业可以通过规模经济降低成本。A third option is where logistics is critical to the organizations strategy but internal personnel do not have the level of skills to deliver the required level of service.The solution may be to find a firm which does have the com
34、petence in order that both firms can share in reduced costs through economies of scale.相反，如果物流对于企业战略并不是至关重要的，并且这个企业拥有在物流配送上有能力的人力资源，向一个不具备这项必要技能的合作者提供相关信息就像上述所说的为了相同的原因合作那样，也许对双方都有益。Conversely if logistics is not vital to strategy and the firm has a team of competent personnel in distribution，sourci
35、ng a partner who does not possess the necessary skills may prove beneficial for the same reasons described above.Figure 30:Selection Diagran of where to Perform Logistics Activities.Source:Business Logistics/Supply Chain Management R.H.Ballou.四、案例分析与总结四、案例分析与总结 Case Study And SummaryCase Study And S
36、ummary对于企业来说，到底是选择内部物流还是第三方物流需要综合考虑各方面因素来决定。下面将以宝洁的案例来进行分析。For enterprises,in the end choose internal logistics or third-party logistics need comprehensive consideration of various factors to decide.The following analysis will be the case of Procter&Gamble.The Procter&Gamble Company of America is th
37、e worlds largest consumer products manufacturers.Procter&Gamble established a large production base in Guangdong since it entered the Chinese market in 1992.Whether the product is quickly transported to all parts of the country or not is an important part of its ability to quickly seize the Chinese
38、market for Procter&Gamble which has just entered the Chinese market.Procter&Gamble in order to save the cost of transportation,besides road transport,seeking railway solutions has the demand for transport and logistics services.美国宝洁公司是世界最大的日用消费品生产企业。1992年，宝洁公司进入中国市场，并在广东地区建立了大型生产基地。对于刚刚进入中国市场的宝洁公司，产
39、品能否及时、快速地运送到全国各地是其能否迅速抢占中国市场的重要环节。宝洁公司为了节省运输成本，在公路运输之外，寻求铁路解决方案，具有运输物流服务需求。作为日用产品生产商，宝洁公司的物流服务需求对响应时间、服务可靠性以及质量保护体系具有很高的要求。根据物流服务需求和服务要求，进入宝洁公司视野的物流企业主要有两类：占据物流行业主导地位的国有企业和民营储运企业。As the household products maker,Procter&Gambles demand for logistics services requires high demands on response time,serv
40、ice reliability and quality protection system.According to Logistics service needs and service requirements,there are two categories logistics enterprises entering the field of view of the Procter&Gamble:the state-owned enterprises and private storage and shipping companies who occupy the dominant p
41、osition of the logistics industry.After investigation and assessment,the Procter&Gamble Company believes that state-owned logistics enterprise gets a single business,either just warehouse storage or responsibility only for rail transport,and storage warehouse equipment fall behind,imperfect quality
42、protection system,the backward IT in transport,lack of employee awareness of service,and lack the guarantee to response time and service reliability.So,Procter&Gamble Company focused on private transportation enterprise.经过调查评估，宝洁公司认为当时国有物流企业业务单一，要么只管仓库储存，要么只负责联系铁路运输，而且储存的仓库设备落后，质量保护体系不完善，运输中信息技术落后，员
43、工缺乏服务意识，响应时间和服务可靠性得不到保证。于是，宝洁公司把目光投向了民营储运企业。在筛选第三方物流企业时，宝洁公司发现宝供承包铁路货运转运站，以“质量第一、顾客至上、24小时服务”的经营特色，提供“门到门”的服务。于是，宝洁公司将物流需求建议书提交给宝供，对宝供的物流能力和服务水平进行试探性考察。When screening third-party logistics companies,Procter&Gamble found P.G.LOGISTICScompany contracting for rail freight transfer station for the opera
44、ting characteristics of quality first,customer first,24-hour service,provides door-to-door service.Thus,Procter&Gamble,s of submitted the proposal of logistics needs to P.G.LOGISTICS and carried an exploratory investigation of the logistics capacity and service level on P.G.LOGISTICS.围绕着宝洁公司的物流需求，宝供
45、设计了业务流程和发展方向，制定严格的流程管理制度，对宝洁公司产品“呵护倍至”，达到了宝洁公司的要求，Around the logistics demand of Procter&Gamble,PGL designs business processes and the direction of development,process management system strictly,care a lot to Procter&Gamble products,which reached the Procter&Gamble Companys requirements,同时宝供长期良好合作的愿
46、望以及认真负责的合作态度，受到了宝洁公司的欢迎，使得宝供顺利通过了考察。宝洁公司最终选择了宝供作为自己的合作伙伴，双方签订了铁路运输的总代理合同，开始了正式的合作。at the same time the long-term good cooperation desire and serious and responsible attitude of cooperation welcomed by the Procter&Gamble Company,which makes PGL successfully passed the inspection.Procter&Gamble finall
47、y made a choice of the PGL as their partners,and the two sides signed a rail transportation agent contract,a formal cooperation begins.在实施第三方物流服务过程中，宝供针对宝洁公司的物流服务需求，建立遍布全国的物流运作网络，为宝洁公司提供全过程的增值服务，在运输过程中保证货物按照同样的操作方法、模式和标准来操作，将货物运送到目的地后，由受过专门统一培训的宝供储运的员工进行接货、卸货、运货，为宝洁公司提供门到门的“一条龙”服务，In the process of
48、the implementation of the third party logistics,for the logistics service demand for P&G company,PGL sets up logistics network all over the country,in order to the whole process of providing value-added services for Procter&Gamble,PGL guaranteed that the goods in accordance with the method of operat
49、ion,the same pattern and standard operation in the process of transportation,after the goods delivered to the destination,logistics delivery,unloading,transport,to provide door-to-door one-stop services for the Procter&Gamble are all did by specially trained staff of PGL,并按照严格的GMP质量管理标准和SOP运作管理程序，将宝
50、洁公司的产品快速、准确、及时地送到全国各地的销售网点。双方的初步合作取得了相当好的成效，宝供帮助宝洁公司在一年内节省成本达600万美元，宝洁公司高质量高标准的物流服务需求也极大提高了宝供的服务水平。and in strict accordance with the GMP quality management standard and SOP operation management program to deliver the Procter&Gamble products fast,accurate,and timely manner to the sales outlets throug