外文翻译---中小企业的物流战略

1、附录 A中小企业的物流战略现代企业 竞争的结果使生产企业和商业企业都进入一个微利时代，产品的成本和利润也变得非常透明。大企业之间的竞争现在不仅在技术、人才上展开，同时也在物流和供应链方面展开。因为现代物流已经成为“第三方利润源”，是企业降低成本，取得竞争优势的重要的来源。 而处于技术、 资金和人才上劣势的中小企业一直被认为是“物流战略的受益者”而不是物流战略的制定者和执行者。事实并非如此， 中小企业一向是市场的灵活的反应者， 几乎在大企业实施物流战略的同时，也对物流的战略积极的反应， 也同样采用物流战略来提高自身的竞争力的。一、中小企业物流战略的发展几个阶段中小企业在国民 经济中发挥着越来越大

2、的作用， 无论在数量上、 解决就业方面、还是在促进经济发展方面都起着主导的作用。因此， 中小企业发展在全球范围内日益受到重视， 与此相应的中小企业物流战略与管理也开始受到重视。 物流是二次大战后才逐步发展起来的， 中小企业几乎同时发现物流的重要性， 只是由于自身的条件限制和企业家（或经理） 对物流作用认识的不同， 各个企业采取不同的物流策略来解决自身的物流 问题。从目前 国外中小企业对物流的认知和采用的手段来看，可以分为三种阶段1、认知阶段：企业主或经理对物流战略有需求，但是由于要改变企业的组织结构和采用新技术， 所以中小企业对是否加强物流管理还有疑问。 处于这一阶段的中小企业一般规模小， 暂

3、时对物流管理需求还不十分明显。 企业主对物流的关注主要由于从为消费者服务的角度和提高自身竞争力来考虑。2、结构调整阶段：中小企业有了相应的物流组织和管理机构，企业已经成为供应链的一部分， 企业产品上下游之间形成供应链战略同盟， 上下游企业彼此之间形成合作关系。 中小企业为了应付市场日益增加的竞争压力， 改变自身在供应链中的不利的地位及企业的分销渠道，不得不考虑实施一体化的物流战略。3、行为实施阶段：企业把物流作为企业发展战略的重要一部分，并且积极1采用物流信息技术、 培训和咨询方式来改造企业的组织结构和方式。 企业已经把物流作为核心竞争能力而进行发展。 这一阶段的中小企业开始对企业的结构和行为

4、进行诊断，同时结合人力资源结构的调整来实施物流战略。二、国外中小企业物流发展的趋势早在八十年代末，国外中小企业就开始利用现代物流管理和技术来提高企业的竞争力。随着中小企业物质投资和非物质投资的增长， 中小企业对物流需求在逐步增加。据对农业食品企业的一项调查显示： 80.9%中小企业有物流经理负责企业的物流管理， 38.5%企业增加了物流技术工程师人员。可见，中小企业与大企业一样对物流方面也很重视。从国外中小企业物流方面管理的发展来看，有以下的发展趋势1、中小企业开始把物流作为企业发展的战略而重视企业的发展面临着很多的市场压力， 企业如果想在激烈的市场竞争环境下生存就必须具有自己的核心竞争力。

5、企业的核心竞争力从七十年代的市场份额发展到八十年代产品质量和低成本， 而从九十年代开始， 客户关系成为企业的核心竞争力。中小企业物流战略也是围绕着企业核心竞争力而发展的。 从二战后开始的分销物流，发展到 70-80 年代的一体化物流，现在则是物流战略。 分销物流注重为顾客服务理念，一体化物流重视分销渠道的建立，减少运输成本， 而物流战略则在减少物流及供应链成本， 提高产品及时性和产品质量上、 提高顾客满意度等方面有了综合的一体化的考虑和实施的 方法，因此，通过物流战略无疑会提高企业的核心竞争能力。 这也是越来越多的中小企业把物流战略作为企业发展战略的一部分的主要原因。2、重视采用物流新技术和管

6、理新方式物流战略离不开对新技术的采用和新管理方式采用。据一项对农业食品中小企业调查表明： 1989 年采用过至少一项物流技术 （ JIT,EDI ，计算机辅助管理等）企业只有 22.2%，而到 1994 年则达到 42.6%。很多企业在采用物流技术和新管理方式前都进行过有关咨询活动，尤其是管理咨询最多3、物流的实施方面重视第三方物流机构作用第三方物流机构能为 企业节约了物流的成本， 提高物流效率， 是中小企业的理想选择。如在欧洲， 物流服务市场约四分之一都是由第三方物流来完成的。很2多仓储和运输业务都是由第三方物流来实现。甚至有的零售店，早上只管开门，晚上只管关门，缺什么全由电脑管理，该送时有

7、人送，根本就没有仓库。三、对我国中小企业物流管理的启示目前很多我国中小企业产品销售物流多采取自办物流方式，没有依靠物流系统支持市场营销， 第三方物流公司的参与程度很低，因此难以满足市场对产品小批量、多批次、多品种和紧急性的需求要求。 这种自办物流方式， 设施利用率低，成本高；而且设施落后，达不到客户需求的特定要求。还有，中小企业物流没有达到一定的 经济规模，大多数企业的物流以“分包”方式为主，“外包”干线发运、市内配送和仓储、包装业务， “外包”家数在2 至 10 家，有的甚至达到10家以上，企业物流严重分割， 形不成一体化的综合物流，因而也就很难使用供应链管理方式进行管理。 以上的这些做法制

8、约着中小企业物流的科学健康发展。要适应现代化的物流方式，必须先有一套科学的物流方案。1、高度重视物流战略在中小企业发展中的作用中。物流战略已经成为大企业提高竞争力的重要手段， 我国多数中小企业还没有意识到物流成本控制的重要性，事实上，企业物流成本是除了原材料成本外的最大的成本项目， 而我国物流成本一般占总成本 30%-40%，鲜活产品占 60%左右甚至更多，而有效的物流管理可以节省 15%-30%物流成本，并且大大地减少库存和运输成本，而国外发达国家物流成本一般控制在 10%左右。小企业本身在技术上和产品质量都不及大企业，但中小企业在产品价格上和对市场需求反应方面具有优势， 因此通过物流管理更

9、能在节省产品成本方面发挥自己优势。2、提高物流信息化水平，为实现一体化物流奠定基础。中国企业应加快建立起集成化的物流管理信息系统，以提高需求预测程度，促进信息共享， 同时要积极引入和使用网络技术、 EDI、人工智能、条形码与 POS等各种先进信息技术，从而真正实现物流信息的商品化、 物流信息收集的数据库化和代码化、 物流信息处理的电子化和计算机化，为一体化物流的实现提供信息与技术支撑。3、消除部门间利益冲突，构筑一体化物流。在激烈的市场竞争中，中国企业必须将物流活动纳入系统化、统一管理，通过一体化物流， 既提高顾客服务水平，又降低物流总成本，进而提高市场竞争力。企业内部实现不了一体化，就谈不上

10、与供应链上下游企业之间合作形成一体化供应链。但至于是否每个企业都成3立物流服务部甚或物流子公司， 笔者认为，只有那些物流活动具有相当规模的企业，才有必要成立物流服务部或物流子公司。 对于新成立的企业， 就应该将精力集中在自己的主业中，将物流交给第三方经营。 当然，对于那些大规模的制造企业来说，如 TCL、美的、科龙等，号称要拿出几个亿来自己做物流，依据国际的经验，仍值得认真思考。在不需大量投资的情况下，整合内部物流，把外部物流交由第三方去做，会获得更好的效果。4、依托第三方物流机构，采取供应链管理模式。这就要求生产企业对从原材料采购到产品销售的全过程实施一体化管理， 企业与供应商和顾客发展良好

11、的合作关系，建立比较完整的供应链。 供应链是指将产品服务提供给最终消费者的所有环节的企业，构成上、下游产业一体化的体系。 对于每个中小生产企业来说，都处于供应链当中，使企业与上、 下游企业形成供应链的战略同盟， 成为整体供应链的一部分。这样使企业尽量减少“中间层次” ，而通过专业的第三方物流管理公司，直接将货物送达最终顾客，减省开支，并能更有效地管理资源，无需承担仓储及存货管理的成本。同时利用第三物流机构提供的储运、包装、装卸和搬运等服务，通过集约化操作完善输送及流转系统，提高末端物流的经济效益， 降低库存、简化手续和提高保障程度；使货品付运的过程更有效率，并节省成本。依靠第三物流机构提供的信

12、息，如供货信息、 交通运输信息、市场信息、物流控制和物流管理信息等，了解物流的整体运作状况，及时调整物流计划。5、与其它中小企业形成战略联盟。物流联盟就是以第三物流机构为核心，众多的中小企业签定契约形成相互信任、共担风险、共享收益的集约化物流伙伴关系。这些中小企业同处商业行业，水平一体化物流管理可使同一行业中多个中小企业在物流方面合作， 使分散物流获得规模经济和物流效率。从企业经济效益上看，由于通过物流战略联盟使众多中小企业的集约化运作，降低了企业物流成本。从社会效益来看，由于采用第三方物流机构作为盟主，统筹规划、统一实施，减少了社会物流过程的重复劳动。当然，不同商品的物流过程不仅在空间上是矛

13、盾的，可能在时间上也是有差异的。企业可以通过第三物流机构的集约化处理，来解决这些矛盾和差异。而且，联盟成员共担风险，降低了风险与不确定性；还可以从第三物流机构得到过剩的物流能力与较强的物流管理能力。6、利用网上交易平台，实现电子商务。互联网出现使买卖过程得以简化，4信用证申请可通过网上银行服务处理， 至于采购，买家可利用特定的网上交易平台，输入相关的资料， 网页上有适合每个行业物品的采购格式， 互联网内的搜寻功能可以帮助买家， 在有特别需要时，就可去寻找更合适的新供货商去补充货源。有了网上交易平台后，小公司不需要 EDI( 电子数据交换 ) 也可以使用电子物流公司的服务，只要公司有自已的网址或

14、 e-mail 便可以，成本明显较 EDI 便宜。此外，进入了物流公司的网站内，客户就可以同时进行存货控制(InventoryControl) ，可以看到尚有多少货物在货仓。例如公司若有一批货在 3 日后到港，亦可预约货仓。又例如 3 日后公司有货柜到达码头，需要有货车运输， 否则摆放在码头的费用很高昂，这时候，公司可以在互联网上预订车队，去码头取货。网上营销必须拥有完善的库存和送货管理系统，这些系统便是电子物流管理(e-Logistics)。企业还可以通过电子数据交换系统(EDI) ，直接连接客户的数据系统及仓库管理系统 (WMS)，让管理层能在网上及时监管及规划存货的流转及补充。 因此，网

15、上物流管理系统不只可降低成本，更重要的是让管理层能有效率地管理其供应链资料， 有及时了解掌握最新信息的优势。 透过计算机条形码扫描、电子数据交换系统、桌上计算机货物追踪、 仓库管理系统， 以及互联网等物流管理工具，充分掌握货物在供应链上的流转状况。7. 开拓全球性物流，寻求全球性市场空间。 中国的企业要增强竞争忧患意识，在抓住国内市场的同时，要放眼世界， 构筑全球化战略， 以一体化的物流管理和供应链管理在全球寻求资源采购、生产装配和产品分销，参与国际化竞争。 在全球范围内，通过实现对顾客的快速反应、 提高顾客服务水平、 降低物流总成本或供应链成本，提高企业在国际市场的竞争力，并在全球性竞争中立

16、于不败之地。此外，中国企业要按市场 规律构筑适合自己的物流战略， 离不开完善的宏观环境和外部环境。中国政府在物流法律、法规建设，社会保障，就业机制，物流人才培养，物流基础设施建设， 信息基础设施建设等方面， 要为企业实现一体化物流管理和一体化供应链管理创造有利的硬、软环境，提供必要的政策保障； 要积极培育和发展第三方物流服务市场，以满足企业寻求物流外包或战略联盟的需要。总之，物流战略已从内部一体化向外部一体化转变；供应链管理已成为竞争战略中非常重要的组成部分。 供应链的高效运转， 离不开供应链合作伙伴的相互信任、相互依存、 互惠互利和共同发展的价值观， 离不开有利的环境和先进的信5息系统。中国

17、的企业应当积极探索，锐意进取，直面入世后国外竞争对手的强有力挑战，将一体化物流管理、供应链管理纳入到企业总体战略中加以运作，缩小同发达国家企业在物流管理和产品竞争力上的差距，稳定和提高国有产品在国内市场的占有率，并进一步开拓国际市场空间。6附录 BThe small and me dium -sized enterprise physical distribution strategyThe modern enterprise competition's result causes the Production enterprise and the Commercial departm

18、ent enters a meager profit time, the product cost and the profit also becomes very transparent. Between the big enterprise's competition not only on the technology, the talented person launches now, simultaneously also launches in the physical distribution and the supply chain aspect. Because th

19、e modern physical distribution already became " the third party profit source ", is the enterprise reduces the cost, has the competitive advantage the important origin. But is on the technology, the fund and the talented person the inferiority small and medium-sized enterprise has been con

20、sidered is " the physical distribution strategy beneficiary ", but is not the physical distribution strategy decision maker and the performer. The fact is not true, the small and medium-sized enterprise is always the market nimble reactor, while the big enterprise implements the physical d

21、istribution strategy nearly, also to physical distribution strategic positive response, also uses the physical distribution strategy to enhance own competitive power similarly.First, small and medium-sized enterprise physical distribution strategy development several stagesThe small and medium-sized

22、 enterprise is playing more and more major role in the national economy, regardless in quantity, the solution employment aspect, is taking the effect which in the promotion economic development aspect leads. Therefore, the small and medium-sized enterprise development globally day by day receives ta

23、kes seriously, also starts with this corresponding small and medium-sized enterprise physical distribution strategy and the management to receive takes seriously. . After the physical distribution is Second World War, only then gradually develops, the small7and medium-sized enterprise nearly simulta

24、neously discovered that the physical distribution the importance, is only as a result of own condition limit and the entrepreneur (or manager) to the physical distribution function understanding difference, each enterprise adopts the different physical distribution strategy to solve own physical dis

25、tribution problem. Looking from the present overseas small and medium-sized enterprise the method which and uses to the physical distribution cognition, may divide into three kind of stages1st, awareness stage: The business owner or manager have the demand to the physical distribution strategy, but

26、because must change enterprise's organizational structure and use the new technology, therefore small and medium-sized enterprise to whether to strengthen the physical distribution management also to have the question. Is at this stage the small and medium-sized enterprise general scale to be sm

27、all, temporarily to physical distribution management demand also not very obvious. Business owner to physical distribution attention because mainly from serves for the consumer the angle and enhances own competitive power to consider.2nd, structural adjustment stage: The small and medium-sized enter

28、prise had the corresponding physical distribution organization and the management structure, the enterprise already became supplies a chain's part, between the enterprise product upstream and downstream forms the supply chain strategy union, between upstream and downstream enterprise each other

29、forms the cooperation. The small and medium-sized enterprise to deal with the pressure of competition which the market increases day by day, changes oneself in the supply chain's disadvantageous status and enterprise's retailing channel, can not but consider the implementation integration th

30、e physical distribution strategy.3rd, behavior implementation stage: The enterprise takes the physical distribution the enterprise development strategy the important part, and uses the physical distribution information technology, training and the consultation way positively transforms enterprise

31、9;s organizational structure and the way. The enterprise already carried on the physical distribution as the core competitive ability the development.This stage's small and medium-sized enterprise starts to enterprise's structure and the 8behavior carries on the diagnosis, simultaneously uni

32、fies the human resources structure the adjustment to implement the physical distribution strategy.Second, overseas small and medium-sized enterprise physical distribution development tendencyAs early as in the late 80s, the overseas small and medium -sized enterprise starts using the modern physical

33、 distribution management and the technology enhances enterprise's competitive power. Along with the small and medium-sized enterprise material investment and the non-material investment's growth, the small and medium-sized enterprise is increasing gradually to the physical distribution deman

34、d. According to demonstrated to an agricultural food enterprise's investigation: 80.9% small and medium-sized enterprises have physical distribution manager to be responsible for enterprise's physical distribution management, 38.5% enterprises increased physical distribution technology engin

35、eer the personnel. Obviously, the small and medium-sized enterprise and the big enterprise also very much take seriously equally to the physical distribution aspect.The development which manages from the overseas small and medium-sized enterprise physical distribution aspect, has the following trend

36、 of development1st, the small and medium-sized enterprise starts the physical distribution to take seriously as the enterprise development strategyEnterprise's development is facing many market pressures, the enterprise, if wants to survive under the intense market competition environment must h

37、ave own core competitiveness. Enterprise's core competitiveness developed from the 70s's market share to the 80s product quality and the low cost, but started from the 90s, the customer related into enterprise's core competitiveness. The small and medium-sized enterprise physical distrib

38、ution strategy also revolves the enterprise core competitiveness to develop. After the World War II starts the retailing physical distribution, develops to 70 the 80s's integrated physical distribution, now is the physical distribution strategy. The retailing physical distribution pays great att

39、ention for the customer service idea, the integrated physical distribution to take seriously to retail channel's establishment, reduces the transportation cost, but the physical9distribution strategy in the reduced physical distribution and the supply chain cost, enhanced in the product timeline

40、ss and the product quality, enhances aspects and so on customer degree of satisfaction to have the comprehensive integrated consideration and the implementation method, therefore, will sharpen enterprise's core competitive ability without doubt through the physical distribution strategy. This is

41、 also more and more small and medium-sized enterprises takes the physical distribution strategy the enterprise development strategy part of primary causes.2nd, takes seriously to use the physical distribution new technology and to manage the new wayThe physical distribution strategy cannot leave to

42、the new technical use and the new mode of administration use. According to one item indicated to the agricultural food small and medium-sized enterprise investigation: in 1989 has used at least an item of physical distribution technology (JIT, EDI, computer auxiliary management and so on) the enterp

43、rise only then 22.2%, but achieved 42.6% to 1994. Many enterprises before using the physical distribution technology and the new mode of administration have carried on the related consulting activity, particularly manages the consultation to be most3rd, the physical distribution implementation aspec

44、t takes the third party physical distribution organization functionThe third party physical distribution organization could save the physical distribution cost for the enterprise, raised the physical distribution efficiency, was the small and medium-sized enterprise ideal choice. If in Europe, the d

45、elivery service market approximately 1/4 is completes by the third party physical distribution. Many warehousings and the transportation service are realize by the third party physical distribution. Even some retail shops, open the door by all means in the morning, evening by all means closes, lacks

46、 anything all by the computer management, should deliver when some people deliver, does not have the warehouse.Third, to our country small and medium-sized enterprise physical distribution management enlightenmentAt present are many Our country Small and medium -sized enterprise product sale 10physi

47、cal distribution to adopt manages oneself the physical distribution way, has not depended upon the physical distribution system to support the market marketing, the third party physical distribution company's participation degree is very low, thereforesatisfies the market with difficulty to the

48、product small batch, many raids, multi -variety and urgent the demand request. This kind manages oneself the physicaldistribution way, the facility use factor is low, the cost is high; Moreover the facility is backward, cannot achieve the customer demand the specific request. Also, the smalland medi

49、um-sizedenterprise physicaldistribution has notachieved certaineconomical scale, the majority enterprise's physical distributions by " the subpackage" the way primarily,“ the outsourcing " skeleton line shipping out, the local allocationand the warehousing, the packing service,“ t

50、he outsourcing " the family count in 2 to10, some even achieve above 10, the enterprise physical distribution divides seriously,cannot form integrated the comprehensive physical distribution,thus is also verydifficult to use the supply chain mode of administration to carry on the management.The

51、 above these procedures are restricting the small and medium-sized enterprisephysical distributionscience healthy development. Must adapt the modernizedphysical distribution way, must have a set of scientific physical distribution plan first. 1st, takes the physical distribution strategy in the smal

52、l and medium-sized enterprise development function. The physical distribution strategy already became the big enterprise to enhance the competitive power the important means that our country Most Small and medium-sized enterprises has not realized the physical distribution cost control the importanc

53、e, in fact, the enterprise physical distribution cost is besides raw material cost greatest cost item, but our country physical distribution cost accounts for the total cost generally 30%-40%, the bright product accounts for about 60% to be even more, but the effective physical distribution manageme

54、nt may save 15%-30% physical distribution costs, and reduces the stock and the transportation cost greatly, but overseas developed country physicaldistribution cost general control about 10%. The Small business itself technically is inferior to the big enterprise with the product quality, but the sm

55、all and medium-sized enterprise in the product price and to the market demand responded that the aspect has11the superiority, can therefore save the product cost aspect through the physical distribution management to display oneself superiority.2nd, raises the physical distribution informationizatio

56、n level, is realizes the integrated physical distribution to lay the foundation. The Chinese Enterprise should speed up establishes the integration the physical distribution management information system, enhances the demand forecast degree, promotes the information sharing, simultaneously must intr

57、oduce and use the networking, EDI, the artificial intelligence, the bar code and POS positively and so on each kind of advanced information technology, thus realizes the physical distribution information commercialization, the physical distribution collection of information database truly and the code, the physical distribution information processing computerization and computerizes, realizes for the integrated ph