外文文献物流外包知识交流.doc

外文文献物流外包

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Abstract
The logistics approach suggests integration of separate units in the delivery supply chain into a unified system of direct management of material and information flows targeting the accomplishment of the desired result with a minimum loss of time and resources.
The implementation of an up-to-date logistics management in companies provides more effectiveness. This means to use outsourcing. Logistics outsourcing brings to the reduction of stocks, order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibility, lowering the cost of production, accelerated capital turnover. This guarantees lower production costs and better quality of deliveries, which is a decisive competitive advantage. The application of logistics outsourcing helps the rational allocation of resources to those types of business, which are worth competing and where the company has distinctive advantages.
So this work debates the application of logistics outsourcing as a means for ensuring competitive advantages for an organization.
Keywords: outsourcing, logistics, provider
1. Introduction
The competitive advantages, connected with the growth of globalization and innovations, begin to lose gradually their originality, and new competitive advantages come up in front-flexibility, order-to-delivery lead-time reductions, reliable and quality deliveries, and choice opportunities. The ability of manufacturers to join the individual consumer preferences together with their production process and system of planning will be a decisive factor in the field of competition. The solution of the problem with individual client orders is possible only by setting up of a flexible system of production management.
Firstly, it will require the implementation of new and up-to-date concepts of production management like CFM (Customer Focused Manufacturing), SCM (Supply Chain Management) and technologies, based on the same concepts as ERP (Enterprise Resource Planning), CRM (Customer Relationship Management), etc. It will also require supply handling, synchronized with production and effective distribution based on the interaction of logistics intermediaries.
Secondly, it is necessary to optimize the transportation system both at a micro- and macro-level. The complex development of transport infrastructure is based on the standardization of goods and freight, means of transportation, mechanisms of handling cargo, delivery speed, widening of road and railway networks, improvement of service maintenance.
Thirdly, the information exchange plays an increasing part. Industrial companies have to interact in the field of information so that information can be accessed in the right form, at the right time, by the right authorities and in authentic type, protected from unauthorized use.
The aim of the paper is to examine the application of logistics outsourcing as a means of assuring a competitive advantage for an organization.
2. Contemporary logistics management and outsourcing
The aim of logistics process is formulated by the basic rule of logistics – the 7R principle: the right product with the right quality in the right quantity has to be delivered at the right time and right place to the right customer at the right cost. Disregarding of even one of the above conditions may lead to a loss of customers and, thus, to a decrease of the company’s competitive advantages and reduction of its market share.
The logistics approach, unlike the traditional one, suggests integration (technical, technological, information and economic) of separate units in the delivery supply chain into a unified system of direct management of material and information flows targeting the accomplishment of the desired result with a minimum loss of time and resources.
The implementation of an up-to-date logistics management in companies provides reduction of stocks, high predisposition of merchandise towards deliveries, order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibility, lowering the cost of production, accelerated capital turnover. This guarantees lower production costs and better quality of deliveries, which is a decisive competitive advantage.
Besides lowering the operative costs, together with the logistics ones, one of the basic directions of the organization strategy is concentrated on priority types of business and operations. This helps the rational allocation of resources to those types of business, which are worth competing and where the company has distinctive advantages (technology, know-how, special equipment, and trained personnel). This approach can be defined as “core competence”.
The universal practice therefore is to use “outsourcing” more and more widely.
The term “outsourcing” suggests contraction or decline of one’s own business process, usually that, which is not the core one (not the profiling one) and/or that, which is not profitable for the company and passing it to a company, which specializes in this field.
The main advantage in the use of outsourcing is that it lets the organization focus on its basic activity.
Organizations can actually pass to outsourcing each of their functions or activities ranging from human resources management to logistics, information maintenance, payroll processing and even production itself.
3. Types of logistics providers
It is assumed that the outsourcing of logistics services (3PL’s Logistics Outsourcing) is defined as an activity which passes a part or all of the logistics functions, basically from the non-production character, to external logistics organizations – third-party logistics providers. Logistics providers (LP) can be further called Logistics Service Providers or 3PL providers (LSPs, 3PLs, TPLs). They are trade organizations, which provide services in the fields of logistics, execution of separate operations or complex logistics functions (warehoused stock, transportation, order management, physical distribution, etc.) and accomplishment of integrated management of logistics chains of the client-organization.
Companies may leave under the control of an external partner all logistics operations, including consulting, execution of the necessary surveys, and implementation of information systems. These companies frequently possess rich experience in logistics management, have at their disposal qualified personnel and developed infrastructure (terminal or terminal network, car pool, often even international transport agents).3PL providers are predominantly daughter companies, which separate from their headquarters (a freight forwarder, a company providing warehouse services, etc.) in order to satisfy the growing consumer needs and to offer them a wider range of services.
There are five types of 3PL providers: LP – carrier-companies, LP – warehouse operators, LP – freight forwarding & broker companies, LP – optimizing transportation services, and LP – software processing programs.
These companies may also be divided into two categories, bearing in mind another principle: asset-based companies and non-asset based companies, using outsourcing in their activities.
Asset-based companies possess or obtain through lease contracts means of transportation, warehouses, etc. Non-asset based companies conclude contracts with other firms, rendering all or part of the services in the field of physical distribution. Firms providing information services are a variation of non-asset based companies which act as intermediaries in the optimization of company’s logistics systems and interact with other asset-based companies on a contract basis.
According to the requirements of Armstrong&Associates (1999), over 1/3 of the revenue belongs to non-asset based logistics providers, employed in the sphere of rendering value-added services in the field of warehousing and to the companies optimizing transportation.
In addition to the above mentioned general advantages, the use of logistics outsourcing is being extended because of:
- High quality servicing by the specialized company;
- Growing flexibility of the company, using outsourcing;
- Synergic effect;
- Insufficient expertise among employees in the company, using outsourcing;
- Experience in companies, providing logistics services;
- Strategic reasons.
4. Activities that can be passed to logistics outsourcing
In logistics there is a multitude of complex activities, which can be passed for execution to outsourcing companies. These might include: management of inbound material flow (supply management), inventory management, and management of procedures for receiving and handling of customer offers, conventional and special packaging, transportation, JIT (just-in-time) deliveries, warehousing, information and software and hardware maintenance. Yet before a function will be passed to outsourcing company it has to be considered which aspects of the company activity will be influenced (e.g. distribution costs, supervision of the supply chain, company flexibility, customer service, seasonal fluctuations in product demand and/or implementing a new product).
When the issue of outsourcing is being decided, many companies reject it and maintain the distribution function on its own, because companies could possess warehouses, car pool, etc. This way or the other, the possibility of using outsourcing may be treated even in those cases, because the issue of exploitation costs is more important.
Besides personnel costs and costs for maintenance of equipment and premises (e.g. warehouses, etc.) there are other costs that can be difficult to include in the structure of the balance sheet (which are not less important). These are costs for transportation management, security costs, and costs for using means of transportation, information service costs, taxes, costs for regulation of administrative and personnel issues, and legal support.
Information is an important aspect in the company’s logistics activity and a basic source of control in the logistics chain.
There is an opinion that the outsourcing of company’s logistics will lead to loss of control over the logistics chain. Yet many 3PL providers possess new, tested technologies, with the help of which, the processes of warehousing and transportation can be linked into a unified information flow.
Today the market conditions are changing rapidly and those companies, wishing to be competitive, require quick reactions both from their subsidiaries and the companies, which are under contract for outsourcing.
The buyer is becoming more demanding and knowledgeable nowadays and his/her choice is wider than ever. The outsourcing organization has the possibility to quickly expand the existing market opportunities without attracting permanent assistants. It can also take advantage of its network of carriers, in order to expand the options for transportation.
The situation in a company may vary from survival to profit in accordance with the extent to which it satisfies customer expectations. It can be expected that the internal departments of the organization identify the situation more quickly and more acutely than the outsourcing company.
Yet for the servicing organizations to render services is a means for survival, hence their success is directly linked with the success of the client-company.
When an external logistics partner is being chosen it should be interested in discussing not only its own needs, but also the needs of the customers of its user organization. The logistics organization has to set standards for key parameters of its activity. Professional providers may implement a number of programs in order to maintain and improve the quality of their services. They usually include performance metrics in their contracts.
When they surpass their customers’ expectations they offer to discuss agreements on the basis of the participation in the division of profit, and when they fail to complete the set assignment they are ready to pay fines and forfeiture.
Many carriers of goods maintain a range of products, characterized by the significant seasonal fluctuations in demand. These fluctuations influence distribution and transportation volumes. The maintenance of own assets is also a prerequisite for generating excess costs. Outsourcing of warehousing and transportation services therefore is an adequate alternative to own car pool and warehouse premises.
When a company introduces a new product on the market this usually causes alterations in the logistics chain. Furthermore, commercialization of the product suggests two alternatives – the product may succeed in prevailing on the market or it may not. The external organization can improve significantly the effectiveness of distribution by cutting the costs for maintenance of premises (e.g. warehouses), basic equipment (cars) and human resources (personnel).

出 处： VADYBA MANAGEMENT 2007 m Nr 2 15 29
作 者： Loretta Parashkevova
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