我国第三方物流中存在的问题、原因及战略选择-毕业论文设计外文资料翻译

济南大学毕业设计2-15-商场现代化,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商场现代化,2006,02(S):90-91.我国第三方物流中存在的问题、原因及战略选择黄文松浙江理工大学摘要:我国物流业发展刚刚起步,第三方物流的理论和实践等方面都比较薄弱。本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。分析了产生上述问题的原因,并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战略等三种可供选择的第三方物流企业发展战略。关键词:第三方物流；精益物流战略；价值链联盟；虚拟化战略1.前言长期以来,我国国内企业对采购、运输、仓储、代理、包装、加工、配送等环节控制能力不强,在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。因此,对第三方物流的研究,对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。本文试图对我国策三方物流存在的问题及原因进行分析探讨,并提出第三方物流几种可行的战略选择。2.我国第三方物流业存在的主要问题2.1我国第三方物流企业与国外第三方物流企业的差距（1）规模经济及资本差距明显。由于国外的大型第三方物流企业从全球经营的战略出发,其规模和资本优势是毫无疑问的,尤其初创时期的我国策三方物流业,本身的规模就很小,国外巨头雄厚的资本令国内企业相形见绌。（2）我国策三方物流业企业提供的物流服务水准及质量控制远不如国外同行。当国内一些企业还在把物流理解成“卡车加仓库“的时候,国外的物流企业早已完成了一系列标准化的改造。同时,国外的物流组织能力非常强大,例如德国一家第三方物流公司,公司各方面的物流专家遍布欧洲各地。如果有客户的货物需要经达不同的国家,那么欧洲各地的这些专家就在网上设计出一个最佳的物流解决方案。这种提供解决方案的能力就是这第三方物流公司的核心能力,而不像国内公司号称拥有多少条船,多少辆车。（3）我国加入WTO后物流产业的门槛降低。在物流服务业方面：我国承诺所有的服务行业,在经过合理过渡期后,取消大部分外国股权限制,不限制外国服务供应商进入目前的市场,不限制所有服务行业的现有市场准入和活动。同时在辅助分销的服务方面也作出了类似的承诺。这些方面的限制将在以后3—4年内逐步取消,在此期间,国外的服务供应商可以建立百分之百的全资拥有的分支机构或经营机构,国内物流服务业将直面国际竞争。

2.2资源浪费严重,第三方物流效率不高从微观上看,由于受计划经济体制的影响,长期以来许多企业,尤其是国有企业走的是“大而全小而全”的路子,它们拥有自己的仓库、车队、甚至远洋船队,造成物流过程的大量浪费,具体表现为仓库的闲置,物流业经营分散,组织化程度低,横向联合薄弱。而能够提供一体化、现代化、专业化、准时化、高效服务的第三方物流企业则很少。从宏观上看第三方物流未能跟上经济发展的步伐形成产业化经营的模式,而仅仅是同交通运输、邮电通讯、商业物资、对外贸易等行业的综合与协作。

2.3缺乏系统性管理,装备标准化程度低目前我国大部分第三方物流企业是传统体制下物资流通企业基础上发展起来的,服务内容主要停留在仓储、运输上,缺乏系统性管理,物流的效率低,第三方物流的功能得不到有效发挥。另外,我国物流部门条块分割,使得物流环节中运输方式与装备标准不统一,流物设施标准不配套,导致第三方物流无效作业的增加,速度降低和成本上升。

2.4第三方物流平台构筑滞后,信息化程度低第三方物流配送平台包括实体网络和信息网络,实体网络指物流设施、交通工具、交通枢纽等在地理位置上的合理布局而形成的有形网络；信息网络指第三方物流企业与客户利用信息技术,把各自的信息资源链整合而形成共享的信息资源网络。我国实体网络的现状是:第三方物流装备水平较低,而且信息网络也缺乏必要的公共物流交流平台。

2.5国内企业的物流管理观念仍然十分落后,极大制约着第三方物流的发展例如:有些企业认为库存等信息是商业机密,必须由企业自身来管理,而对将该类企业活动外包出去的管理理念难以接受,往往造成企业自身物流控制管理水平低下,削弱了企业的市场竞争力。3.产生问题的原因分析3.1缺乏现代化物流知识和专业物流管理人才这一点是目前制约中国第三方物流业发展的最主要的瓶颈之一。物流知识,尤其是现代综合的第三方物流知识远未得到普及,只是知道它的主要的业务领域是提供运输和仓储服务,而不知道它是对这些传统业务的新的整合,其业务领域也远过单纯的运输和仓储而成为连接原料、半成品供应、生产过程中物料流动、成品配送的全过程的服务,成为涵盖商流、实物流、资金流、信息流等于系统的综合体系。3.2未能有效利用现代科技手段这种现状极大地制约了第三方物流企业的培育,影响了企业综合竞争实力的提高。中国加入世贸组织,国内第三方物流企业将面临来自国外的强有力的竞争,国内第三方物流业很难提供低成本、高质量、高效率的服务。

3.3受到传统管理体制的制约在传统的条块分割的体制安排下,第三方物流的许多活动被割裂至各个不同部门,如交通运输、邮电通讯、对外贸易、国内贸易等,仅运输业就牵涉到铁道部、交通部等若干部门,部门之间缺乏高效协作,致使运输过程中各运输方式的转动环节耗费大量时间和成本,成为物流过程中的“陷阱”。此外还有海关管理程序、物资采购等方面的一些规定也影响了物流企业综合服务水平的提高和业务领域的拓展,进而制约了第三方物流产业的快速发展。4.第三方物流企业的战略选择归纳国外几种最新的物流理论,并结合当前国外第三方物流发展实践,第三方物流企业的战略选择可以有以下三种：4.1精益物流战略由于物流理论和实践的滞后,我国大部分第三方物流企业还是粗放式经营,还不能准确定位自己的物流服务。如果不尽快扭转这一局面,将对我国第三方物流业的发展产生制约作用。精益物流理论的产生,为我国的第三方物流企业提供了一种新的发展思路,为这些企业在新经济中生存和发展提供了机遇。精益物流起源于精益制造的概念。它产生于日本丰田汽车公司在上世纪70年代所独创的“丰田生产系统”,后经美国麻省理工学院教授研究和总结,正式发表在1990年出版的《改变世界的机器)一书中。精益思想是指运用多种现代管理方法和手段,以社会需求为依据,以充分发挥人的作用为根本,有效配置和合理使用企业资源,最大限度地为企业谋求经济效益的一种新型的经营管理理念。精益物流则是精益思想在物流管理中的应用,是物流发展中的必然反映。所谓精益物流是指:通过消除生产和供应过程中的非增值的浪费,以减少备货时间,提高客户满意度。精益物流的目标在于根据顾客需求,提供顾客满意的物流服务,同时追求把提供物流服务过程中的浪费和延迟降至最低程度,不断提高物流服务过程的增值效益。精益物流系统的特点在于它是高质量、低成本、不断完善、由顾客需求拉动型的物流系统。它要求树立顾客第一的思想、准时、准确、快速地传递物流和信息流。总之,精益物流作为一种全新的管理思想,势必会对我国的第三方物流企业产生深远的影响,它的出现将改变第三方物流企业的粗放式的管理观念,形成第三方物流企业的核心竞争力。4.2建立中小型第三方物流企业的价值链联盟中小型的第三方物流企业由于本身不能独立提供全程一站式物流服务的缺点,同时由于资产规模小、服务地域不宽使中小型第三方物流企业在我国物流业中处于劣势。因此对于中小型第三方物流企业来说,从企业自身资源出发,构造各自的核心竞争力才是关键。由于中小型第三方物流企业功能的单一与不完备,因此建立在各自的核心竞争力基础上构造的物流业务的合作是一种有效弥补企业能力缺陷,构成物流竞争优势的可行方法。价值链是采用系统方法来考察企业所有活动及其相互作用以及分析获得企业竞争优势的各种资源。企业的价值活动分为两大类:基本活动和辅助活动。基本活动是涉及产品的物质创造及销售、转移给买方和售后服务的各种活动。辅助活动是辅助基本活动并通过提供外购收入、技术、人力资源以及各种职能以相互支持。运用价值链理论来分析考察第三方物流企业的价值链构成,可以发现,在辅助活动方面,第三方物流企业与一般企业并没有什么不同,而在基本活动方面第三方物流企业有其特点。第三方物流企业一般不存在商品生产过程,只有流通环节的再加工过程,不占主要环节,广泛的第三方物流企业的基本作业活动因而变成存储、运输、包装、配送、客户服务及市场等环节。基本作业活动的各环节,由于企业自身资源和能力的有限,不可能在每一个环节中都占有优势,这种在某些价值链环节方面的不足,造成了企业整体物流机能的不完备,缺乏相应的竞争力,使某些具有相对优势的价值链环节也因整体的不足而发挥不出应有的功效。所以物流产业内的中小型第三方物流企业联盟,应该是建立在彼此之间价值链基础上的互补性合作,充分利用专业性物流公司的专业化物流机能和物流代理企业的组织协调的柔性化综合物流能力的互补性。对于中小型第三方物流企业来说,应该从企业价值链的优势环节入手,发掘并形成企业的核心竞争力,通过价值链的重构来扬长避短。4.3大型第三方物流企业的虚拟化战略在IT和互联网飞速发展的时代,企业不能单打独拼,而必须在竞争中求协作,在协作中求发展。因此,产生于现代条件下的现代大型第三方物流的虚拟化发展有很强的必要性。大型第三方物流企业的虚拟化是指物流经营人将他人的资源为己“所有”,通过网络,把他人变成自己物流的一部分,借助他人的力量突破有形界限,延伸、实现自身的各种功能,进而扩展自己的能力,增强自己的实力。所以,物流的虚拟化是以信息技术为连接和协调手段的临时性、动态联盟形式的虚拟物流。现代综合物流的虚拟化,以电子通讯技术为手段,以客户为中心,以机会为基础,以参与成员的核心能力为条件,以协议目标和任务为共同追求,把不同地区、国家的现有资源迅速组合成一种没有围墙,超越空间约束,靠电子网络手段联系,统一指挥的虚拟经营实体,以最快的速度推出高质量、低成本的物流服务。

现代大型第三方物流的虚拟化包括功能、组织、地域三个方面的虚拟化。功能虚拟化是第三方物流企业借助IT技术将分布在不同地点、不同企业内承担不同职能的物流资源(信息、人力、物质等资源)组织起来去完成特定的任务,实现社会资源的优化。组织虚拟化是指物流组织的结构始终是动态调整的,不是固定不变的,而且具有分散化、柔性化、自主管理、扁平的网络结构,自己可根据目标和环境的变化进行再组合,及时反映市场动态。地域虚拟是指第三方物流企业通过互联网络将全球物流资源连接起来,消除障碍和国家壁垒,使生产管理实现“天涯若比邻”。参考文献[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单片机直流电动机反馈控制系统的设计与研究基于单片机的嵌入式Web服务器的研究MOTOROLA单片机MC68HC（8）05PV8/A内嵌EEPROM的工艺和制程方法及对良率的影响研究基于模糊控制的电阻钎焊单片机温度控制系统的研制基于MCS-51系列单片机的通用控制模块的研究基于单片机实现的供暖系统最佳启停自校正（STR）调节器单片机控制的二级倒立摆系统的研究基于增强型51系列单片机的TCP/IP协议栈的实现基于单片机的蓄电池自动监测系统基于32位嵌入式单片机系统的图像采集与处理技术的研究基于单片机的作物营养诊断专家系统的研究基于单片机的交流伺服电机运动控制系统研究与开发基于单片机的泵管内壁硬度测试仪的研制基于单片机的自动找平控制系统研究基于C8051F040单片机的嵌入式系统开发基于单片机的液压动力系统状态监测仪开发模糊Smith智能控制方法的研究及其单片机实现一种基于单片机的轴快流CO〈,2〉激光器的手持控制面板的研制基于双单片机冲床数控系统的研究基于CYGNAL单片机的在线间歇式浊度