物流專業(yè)外文翻譯--第三方物流的使用對馬來西亞的透視（節(jié)選）

1、<p>　　2000英文單詞，1.1萬英文字符，3450漢字</p><p>　　文獻(xiàn)出處：Sohail M S, Sohal A S. The use of third party logistics services: a Malaysian perspective[J]. Technovation, 2003, 23(5):401-408.</p><p>　　The us

2、e of third party logistics services: a Malaysian perspective</p><p>　　M.S. Sohail , A.S. Sohal</p><p><b>　　Abstract</b></p><p>　　This paper examines the usage of third p

3、arty logistics services in Malaysia. An empirical research study was carried out to determine the extent to which Malaysian firms use the services of logistics companies; the time period these have been used; the decisio

4、n-making process for choosing contract logistics and its impact on the organisation. Results based on the analysis of data relating to 124 firms in Malaysia indicate that most of these users are satisfied with the servic

5、es providers and hav</p><p>　　Keywords: Contract logistics; Outsourcing; Malaysia</p><p>　　1. Introduction</p><p>　　With the globalisation of businesses and the consequent competiti

6、ve pressures, there has been an increasing dependence on the ability of organisations to deliver customer-adapted products all over the world quickly and on time. This has placed a number of demands on the logistics syst

7、em and has become a rapidly developing area of investigation. In fact, it has been referred to as the last frontier for the development of strategic competitive advantage (Hum, 2000). To gain a competitive advantage</

8、p><p>　　Much has been written in recent years about outsourcing logistics activities. There have been various terms used to describe this phenomenon such as logistics alliance (Bowersox, 1990), operational alli

9、ances in logistics (Laarhoven and Graham, 1994), contract logistics (Kearney, 1995), contract distribution (Wilson and Fathers, 1989) and third party logistics (Lieb and Rand- all, 1996). However, third party logistics (

10、3PL) has been the term more widely used in recent times.</p><p>　　Given the growing importance of logistics outsourcing, the extent of its usage has been widely examined in the USA (Lieb and Randall, 1996).

11、Sheffi (1990) describes how the 3PL industry in the US has developed, and mentions several economic, regulatory and techno- logical trends driving the development. Virum (1993) discusses 3PL development in Europe based o

12、n case studies of three Dutch and two Swedish providers. Other studies in the European context have also been under-taken (Lieb et al., 199</p><p>　　With the advent of multi-modal logistics in Malaysia, serv

13、ice providers have been focusing on establishing linkages and forming an entire logistics chain. Another trend noticeable in the 3PL industry in Malaysia is that most of the players specialise in the field as freight for

14、-warding, container haulage, warehouse operation or conventional truckers and operate with minimal linkage to the other components in the logistics chain (New Strait Times, 1998). The current crop of 39 players in the in

15、du</p><p>　　2. Literature review</p><p>　　A wealth of literature exists on the advantages and extent of usage of 3PL. Logistics is just not about lifting and shifting, claims Christopher (1993)

16、but has an important contribution to make to gaining competitive advantage. Fuller et al. (1993) suggests that an important reason for the growth of 3PL services is that companies compete in a number of businesses that a

17、re logistically distinct due to varied customer needs. Most providers have specialised their services through differentiation, w</p><p>　　A further insight into the literature on international logistics prov

18、iders reveals that there have been three waves of entrants into the 3PL market (Berglund et al., 1999). The first wave dates back to the 1980s or even earlier with the emergence of ‘traditional’ logistics providers, whos

19、e activities usually emerged from a traditionally strong position in either transportation or warehousing. The second wave dates from early 1990, when a number of network players, for example DHL, TNT and FedEx </p>

20、;<p>　　A number of studies have been conducted in the past to determine the future of logistics services. Lieb et al.(1993b) compared the experience of the US and European manufacturers in using 3PL services. The

21、authors tested the following factors in defining the extent of usage—level of commitment to the usage of 3PL; percentage of total logistics budget allocated to third party providers; geographical coverage provided by thi

22、rd party firms; the third party services utilised, for instance ware- hous</p><p>　　Sheffi (1990) suggested several reasons for the growth of logistics outsourcing in USA, which include the need to focus on

23、core businesses; better transportation solutions; cost savings and improved services; development of necessary technological expertise and computerised systems (which is beyond the scope of many companies) and the need f

24、or more professional and better-equipped logistics services. Similar reasons were also reported by Bardi and Tracey (1991) in an empirical study of the trans</p><p>　　Roberts (1994) reported that the level o

25、f service pro- vided, quality of the people, and cost are the three most used evaluation criteria when choosing a qualified logistics contractor. The author suggests that while cost and service are the major issues, the

26、most noticeable change is the emphasis on the quality of people, particularly in the operational area. Therefore, to provide the high level of customer service, contractors must employ the best people with the relevant e

27、xpertise. This is al</p><p>　　In a study on the extent and usage of 3PL services in Singapore (Bhatnagar et al., 1999), it was found that most users of these services were satisfied with their providers and

28、believed that this will lead to positive developments within the organisations. Most Singaporean firms had been utilising the services of contract logistics providers for many years. Cost reductions and improved service

29、quality levels were seen as the main benefits realised by the user firms.</p><p>　　3. Summary and implications</p><p>　　Results reported in this study indicate that a number of operating units a

30、t many of the Malaysian firms are utilising the services of contract logistics providers, and have been doing so for several years. Many of these organisations employ the services of more than one con- tract logistics fi

31、rm to provide a wide variety of services. Furthermore, many non-users are interested in this approach as evidenced by the 30% who are exploring the idea.</p><p>　　Those operating units utilising contract log

32、istics services providers have substantial experience with this practice as evidenced by about 45% having done so for more than 5 years. The decision to utilise contract logistics firms is almost as likely to originate a

33、t the corporate, divisional or local level. However, wherever the idea originates, managers from other functional areas will usually be involved in the decision to outsource. The level of commitment to the utilisation of

34、 contract logist</p><p>　　To those logistics executives considering outsourcing, this very positive feedback should be reassuring. The number of experienced organisations provides an important source of info

35、rmation about how to proceed and what to expect. Consideration of the use of contract logistics services providers will bring logistics managers in contact with colleagues in finance, marketing, manufacturing, and other

36、areas, potentially expanding the logistics influence throughout the organisation. This should impro</p><p>　　The experience of the firms in this study also provides insights as how to plan for implementation

37、; for example, the need to educate the 3PL services provider about the firm’s requirements. Programmes to place redundant employees must also be developed.</p><p>　　The survey also contains useful informatio

38、n for the providers of contract logistics services. The most important means for establishing contact with potential customers are through sales calls by representatives of the contract firms and discussions with other l

39、ogistics professionals. Significant resources spent on other approaches should be questioned, based on the results from this survey. In addition, while users are quite satisfied with their experiences to date, few envisi

40、on contract provid</p><p>　　The above analysis of the experience of Malaysian firms in their usage of contract logistics services indicates that the market for 3PL services in Malaysia has a good potential f

41、or further development. While there is still a percentage of firms which have not outsourced their logistics functions, we believe that the vision of developing Malaysia into a logistics hub in the region will further en

42、hance the use of the contract logistics services in the years to come.</p><p>　　This study provides 3PL services providers who are considering South East Asia as a potential market, a comprehensive analysis

43、of the current situation in Malaysia.</p><p>　　第三方物流的使用：對馬來西亞的透視</p><p><b>　　摘要</b></p><p>　　本文考察了馬來西亞第三方物流服務(wù)的使用情況。進(jìn)行了一項實證研究，以確定馬來西亞公司使用物流公司服務(wù)的程度；已使用的時間周期；選擇合同物流的決策過程及其對

44、組織的影響。對馬來西亞124家公司的數(shù)據(jù)進(jìn)行分析后得出的結(jié)果表明，大多數(shù)用戶對服務(wù)提供者感到滿意，并在很大程度上看到了該組織內(nèi)部的積極發(fā)展。由于目前的滿意度很高，大多數(shù)接受調(diào)查的公司表示，其服務(wù)使用率略有增加，但增幅很大。</p><p>　　關(guān)鍵詞:合同物流；外包；馬來西亞</p><p><b>　　1簡介</b></p><p>　　隨著

45、全球經(jīng)濟(jì)一體化的企業(yè)和相應(yīng)的競爭壓力，世界已越來越依賴于有能力的機(jī)構(gòu)，以在全世界范圍內(nèi)迅速準(zhǔn)時提供適合客戶的產(chǎn)品。這就產(chǎn)生了對物流系統(tǒng)的一些需求，而且已經(jīng)變成一個快速發(fā)展的需要調(diào)查的領(lǐng)域。事實上，它已被稱為戰(zhàn)略競爭優(yōu)勢發(fā)展的最后邊疆（Hum，2000）。為了獲得競爭優(yōu)勢，許多機(jī)構(gòu)正在尋求戰(zhàn)略地自己的管理物流業(yè)務(wù)，但他們明白他們?nèi)狈诵母偁幜?，并正越來越多地尋求外包自己的物流活動（Hum，2000）。除了這個，還有一個對機(jī)構(gòu)的發(fā)展做出了很

46、重要的影響的是基于時間的競爭（Bhatnagar et al，1999）。廣泛地說，基于時間的競爭，是指產(chǎn)品被制造、運(yùn)送到市場和服務(wù)于客戶的速度。 近年來很多人寫了關(guān)于物流活動外包的內(nèi)容。有不同的術(shù)語來描述這種現(xiàn)象，如物流聯(lián)盟（Bowersox，1990），物流運(yùn)作聯(lián)盟（Laarhoven和Graham，1994），合同物流（Kearney，1995），合同分配（Wilson和Fathers，1989 ）和第三方物流（Lieb

47、and Rand- all，1996）。然而，第三方物流一詞在近一個時期更廣泛地使用。 鑒于日益重要的物流外</p><p>　　隨著馬來西亞多模式物流的出現(xiàn)，服務(wù)提供者一直注重建立聯(lián)系和形成整個物流鏈。馬來西亞第三方物流行業(yè)另一個值得注意的趨勢是，大多數(shù)參與者專門從事貨運(yùn)代理、集裝箱運(yùn)輸、倉庫操作或傳統(tǒng)卡車運(yùn)輸?shù)阮I(lǐng)域的工作，與物流鏈中的其他組成部分的聯(lián)系最小(《新海峽時報》，1998年)。目前，該行業(yè)共

48、有39家企業(yè)，但規(guī)模和運(yùn)營能力有限，在業(yè)內(nèi)重復(fù)提供的服務(wù)被認(rèn)為太多。由于物流公司的價值總是在于其網(wǎng)絡(luò)的市場覆蓋面，因此公司一直在合并為更大的實體，以利用規(guī)模經(jīng)濟(jì)和擴(kuò)大市場覆蓋面。然而，據(jù)我們所知，我們在文獻(xiàn)中沒有發(fā)現(xiàn)任何關(guān)于馬來西亞公司第三方物流規(guī)模的全面研究報告，本研究旨在填補(bǔ)這一空白。</p><p><b>　　2 .文獻(xiàn)回顧</b></p><p>　　關(guān)于第

49、三方物流的優(yōu)勢和使用范圍，已有大量的文獻(xiàn)。Christopher ( 1993 )聲稱，物流不僅僅是提升和轉(zhuǎn)移，而是為獲得競爭優(yōu)勢做出重要貢獻(xiàn)。Fuller等人（1993）指出，第三方物流服務(wù)增長的一個重要原因是，由于客戶需求的不同，公司在物流方面有著不同的業(yè)務(wù)。大多數(shù)供應(yīng)商通過差異化提供專門服務(wù)，服務(wù)范圍包括從有限的服務(wù)(例如運(yùn)輸)到覆蓋供應(yīng)鏈的廣泛活動?？v觀21世紀(jì)的物流概況，有人提出規(guī)劃和預(yù)測將非常重要，盡管有些困難（Cooper

50、，1994）。</p><p>　　對有關(guān)國際物流供應(yīng)商的文獻(xiàn)的進(jìn)一步深入研究表明，進(jìn)入第三方物流市場的企業(yè)有三波（Berglund et al。，1999）。第一波浪潮可以追溯到20世紀(jì)80年代，甚至更早的時候，隨著“傳統(tǒng)”物流供應(yīng)商的出現(xiàn)，他們的活動通常出現(xiàn)在運(yùn)輸或倉儲的傳統(tǒng)強(qiáng)勢地位。第二次浪潮始于1990年初，當(dāng)時一些網(wǎng)絡(luò)公司，例如DHL、TNT和FedEx，開始了它們的物流活動。第三次浪潮始于1990年代

51、后期，來自信息技術(shù)、管理咨詢甚至金融服務(wù)領(lǐng)域的一些進(jìn)入者正在與第一次和第二次浪潮的進(jìn)入者合作。</p><p>　　過去曾進(jìn)行過多項研究以確定物流服務(wù)的未來。 Lieb等（1993b）比較了美國和歐洲制造商使用第三方物流服務(wù)的經(jīng)驗。作者在定義3PL使用承諾的使用程度時測試了以下因素：分配給第三方供應(yīng)商的全部物流預(yù)算的百分比;第三方公司提供的地理覆蓋范圍;例如倉庫管理，貨物合并，車隊管理，訂單履行，產(chǎn)品退貨，運(yùn)輸選

52、擇，物流信息系統(tǒng)，費(fèi)率談判，產(chǎn)品組裝，訂單處理，庫存補(bǔ)充等。以及第三方合同的性質(zhì)和期限。研究表明，與美國公司相比，歐洲公司的承諾明顯更高，在物流預(yù)算總額中分配給第三方物流公司的份額也更大。然而，來自兩個地區(qū)的公司都認(rèn)為外包不一定是一個全部或全部的目標(biāo)。Dapiran等人（1996）介紹了大澳大利亞公司對第三方物流的使用情況。這些作者的研究結(jié)果表明，澳大利亞公司在使用第三方物流服務(wù)方面與美國公司相當(dāng)，超過五分之一的公司將其對第三方物流公司

53、的承諾描述為廣泛，四分之一的公司將超過50％的物流預(yù)算分配給合同提供商。車隊管理，倉庫管理和貨運(yùn)合并是最常使用的外包物流服務(wù)。</p><p>　　Sheffi（1990）提出了美國物流外包增長的幾個原因，其中包括需要關(guān)注核心業(yè)務(wù);更好的交通解決方案;節(jié)約成本和改善服務(wù);開發(fā)必要的技術(shù)專業(yè)知識和計算機(jī)化系統(tǒng)（這是超出許多公司的范圍）以及需要更專業(yè)和設(shè)備更完善的物流服務(wù)。 Bardi和Tracey（1991）在美國

54、公司運(yùn)輸外包實踐的實證研究中也報道過類似的原因。</p><p>　　Roberts（1994）報道，在選擇合格的物流承包商時，提供的服務(wù)水平，人員素質(zhì)和成本是三個最常用的評估標(biāo)準(zhǔn)。作者認(rèn)為，雖然成本和服務(wù)是主要問題，但最明顯的變化是強(qiáng)調(diào)人員素質(zhì)，特別是在業(yè)務(wù)領(lǐng)域。因此，為了提供高水平的客戶服務(wù)，承包商必須聘請具有相關(guān)專業(yè)知識的最佳人才。這也反映在Dapiran等人的工作中。（1996）和Lieb等人（1993b

55、）發(fā)現(xiàn)盡管成本和服務(wù)是最重要的標(biāo)準(zhǔn)，但第三方公司的先前經(jīng)驗，公司聲譽(yù)，“提供的整套服務(wù)”，信息處理能力和信息系統(tǒng)的兼容性是其他重要因素。</p><p>　　在對新加坡第三方物流服務(wù)的范圍和使用進(jìn)行研究時（Bhatnagar et al，1999），發(fā)現(xiàn)這些服務(wù)的大多數(shù)用戶對他們的供應(yīng)商感到滿意，并相信這將導(dǎo)致組織內(nèi)部的積極發(fā)展。大多數(shù)新加坡企業(yè)多年來一直在利用合同物流提供商的服務(wù)。降低成本和提高服務(wù)質(zhì)量水平被認(rèn)

56、為是用戶公司實現(xiàn)的主要收益。</p><p><b>　　3 . 總結(jié)和影響</b></p><p>　　本研究報告的結(jié)果表明，許多馬來西亞公司的一些經(jīng)營單位正在利用合同物流供應(yīng)商的服務(wù)，而且已經(jīng)這樣做了幾年。這些機(jī)構(gòu)中的許多機(jī)構(gòu)雇用一個以上的合同物流公司提供各種各樣的服務(wù)。此外，許多非用戶對這種方法感興趣，30 %的人正在探索這種方法。</p><

57、;p>　　使用合同物流服務(wù)提供商的運(yùn)營單位在這方面具有豐富的經(jīng)驗，大約45 %的運(yùn)營單位已經(jīng)這樣做了5年多。利用合同物流公司的決定幾乎可能源于企業(yè)，部門或地方層面。然而，無論這一想法源自何處，其他職能領(lǐng)域的管理人員通常都會參與外包的決定。對使用合同物流提供商的承諾水平非常令人鼓舞，約75 %的公司對調(diào)查作出答復(fù)，稱其承諾為中等至廣泛。一半的公司將高達(dá)40 %的物流預(yù)算分配給合同供應(yīng)商，從而進(jìn)一步證明了這種高水平的承諾在幾乎所有情況

58、下，高級物流管理人員都認(rèn)為合同公司的使用對物流成本，物流系統(tǒng)績效，客戶滿意度和員工士氣均產(chǎn)生了積極影響。根據(jù)這些結(jié)果，超過80％的管理者至少會適度擴(kuò)大公司對合同物流公司的使用。</p><p>　　對于那些考慮外包的物流高管來說，這種非常積極的反饋應(yīng)該讓人放心。經(jīng)驗豐富的組織數(shù)量提供了一個重要的信息來源，說明如何繼續(xù)工作以及預(yù)期會發(fā)生什么?？紤]使用合約物流服務(wù)供應(yīng)商，將使物流經(jīng)理與金融、營銷、制造等領(lǐng)域的同事保持

59、聯(lián)系，從而有可能擴(kuò)大整個組織的物流影響力。這將擴(kuò)大分析范圍，并隨后促進(jìn)執(zhí)行。</p><p>　　本研究中企業(yè)的經(jīng)驗也為如何規(guī)劃實施提供了見解；例如，需要向第三方物流服務(wù)提供商介紹公司的要求。還必須制定安置冗余雇員的方案。。</p><p>　　該調(diào)查還包含合同物流服務(wù)提供商的有用信息。與潛在客戶建立聯(lián)系的最重要手段是通過合同公司代表的銷售電話以及與其他物流專業(yè)人員的討論?；谶@次調(diào)查的結(jié)

60、果，應(yīng)該對其他方法花費(fèi)的大量資源提出質(zhì)疑。此外，盡管用戶對迄今為止的體驗非常滿意，但很少有設(shè)想合同提供商將其作為進(jìn)入新市場，開發(fā)新客戶或擴(kuò)大現(xiàn)有產(chǎn)品的一種手段。那些能夠提供這種性質(zhì)機(jī)會的合同物流公司可能會發(fā)現(xiàn)其市場迅速增長。</p><p>　　上述對馬來西亞公司使用合同物流服務(wù)的經(jīng)驗分析表明，馬來西亞的第三方物流服務(wù)市場具有進(jìn)一步發(fā)展的良好潛力。盡管尚未外包其物流功能的企業(yè)中仍有一定比例，但我們認(rèn)為，將馬來西亞