1、我國第三方物流中存在的問題、原因及戰略選擇【摘要】我國物流業發展剛剛起步，第三方物流的理論和實踐等方面都比較薄弱。本文指出我國第三方物流存在的問題在于國內外第三方物流企業差距、物流效率不高、缺乏系統性管理、物流平臺構筑滯后、物流管理觀念落后等。分析了產生上述問題的原因，并提出了精益物流、中小型第三方物流企業價值鏈聯盟、大型第三方物流企業虛擬化戰略等三種可供選擇的第三方物流企業發展戰略?！娟P鍵詞】第三方物流；精益物流戰略；價值鏈聯盟；虛擬化戰略1 引 言長期以來，我國國內企業對采購、運輸、倉儲、代理、包裝、加工、配送等環節控制能力不強，在“采購黑洞”、“物流陷井”中造成的損失浪費難以計算。因此，

2、對第三方物流的研究，對于促進我國經濟整體效益的提高有著非常重要的理論和實踐意義。本文試圖對我國策三方物流存在的問題及原因進行分析探討，并提出第三方物流幾種可行的戰略選擇。2 我國第三方物流業存在的主要問題(一)我國策三方物流企業與國外第三方物流企業的差距較大，具體表現在以下幾個方面：1、規模經濟及資本差距明顯。由于國外的大型第三方物流企業從全球經營的戰略出發，其規模和資本優勢是毫無疑問的，尤其初創時期的我國策三方物流業，本身的規模就很小，國外巨頭雄厚的資本令國內企業相形見絀。2、我國策三方物流業企業提供的物流服務水準及質量控制遠不如國外同行。當國內一些企業還在把物流理解成“卡車加倉庫“的時候，

3、國外的物流企業早已完成了一系列標準化的改造。同時，國外的物流組織能力非常強大，例如德國一家第三方物流公司，公司各方面的物流專家遍布歐洲各地。如果有客戶的貨物需要經達不同的國家，那么歐洲各地的這些專家就在網上設計出一個最佳的物流解決方案。這種提供解決方案的能力就是這第三方物流公司的核心能力，而不像國內公司號稱擁有多少條船，多少輛車。3、我國加入wto后物流產業的門檻降低。在物流服務業方面：我國承諾所有的服務行業，在經過合理過渡期后，取消大部分外國股權限制，不限制外國服務供應商進入目前的市場，不限制所有服務行業的現有市場準入和活動。同時在輔助分銷的服務方面也作出了類似的承諾。這些方面的限制將在以后

4、34年內逐步取消，在此期間，國外的服務供應商可以建立百分之百的全資擁有的分支機構或經營機構，國內物流服務業將直面國際競爭。(二)資源浪費嚴重，第三方物流效率不高。從微觀上看，由于受計劃經濟體制的影響，長期以來許多企業，尤其是國有企業走的是“大而全”、“小而全”的路子，它們擁有自己的倉庫、車隊、甚至遠洋船隊，造成物流過程的大量浪費，具體表現為倉庫的閑置，物流業經營分散，組織化程度低，橫向聯合薄弱。而能夠提供一體化、現代化、專業化、準時化、高效服務的第三方物流企業則很少。從宏觀上看第三方物流未能跟上經濟發展的步伐形成產業化經營的模式，而僅僅是同交通運輸、郵電通訊、商業物資、對外貿易等行業的綜合與協

5、作。(三)缺乏系統性管理，裝備標準化程度低。目前我國大部分第三方物流企業是傳統體制下物資流通企業基礎上發展起來的，服務內容主要停留在倉儲、運輸上，缺乏系統性管理，物流的效率低，第三方物流的功能得不到有效發揮。另外，我國物流部門條塊分割，使得物流環節中運輸方式與裝備標準不統一，流物設施標準不配套，導致第三方物流無效作業的增加，速度降低和成本上升。(四)第三方物流平臺構筑滯后，信息化程度低。第三方物流配送平臺包括實體網絡和信息網絡，實體網絡指物流設施、交通工具、交通樞紐等在地理位置上的合理布局而形成的有形網絡；信息網絡指第三方物流企業與客戶利用信息技術，把各自的信息資源鏈整合而形成共享的信息資源網

6、絡。我國實體網絡的現狀是：第三方物流裝備水平較低，而且信息網絡也缺乏必要的公共物流交流平臺。(五)國內企業的物流管理觀念仍然十分落后，極大制約著第三方物流的發展。例如：有些企業認為庫存等信息是商業機密，必須由企業自身來管理，而對將該類企業活動外包出去的管理理念難以接受，往往造成企業自身物流控制管理水平低下，削弱了企業的市場競爭力。3 產生問題的原因分析(一)缺乏現代化物流知識和專業物流管理人才。這一點是目前制約中國第三方物流業發展的最主要的瓶頸之一。物流知識，尤其是現代綜合的第三方物流知識遠未得到普及，只是知道它的主要的業務領域是提供運輸和倉儲服務，而不知道它是對這些傳統業務的新的整合，其業務

7、領域也遠過單純的運輸和倉儲而成為連接原料、半成品供應、生產過程中物料流動、成品配送的全過程的服務，成為涵蓋商流、實物流、資金流、信息流等于系統的綜合體系。(二)未能有效利用現代科技手段。這種現狀極大地制約了第三方物流企業的培育，影響了企業綜合競爭實力的提高。中國加入世貿組織，國內第三方物流企業將面臨來自國外的強有力的競爭，國內第三方物流業很難提供低成本、高質量、高效率的服務。(三)受到傳統管理體制的制約。在傳統的條塊分割的體制安排下，第三方物流的許多活動被割裂至各個不同部門，如交通運輸、郵電通訊、對外貿易、國內貿易等，僅運輸業就牽涉到鐵道部、交通部等若干部門，部門之間缺乏高效協作，致使運輸過程

8、中各運輸方式的轉動環節耗費大量時間和成本，成為物流過程中的“陷阱”。此外還有海關管理程序、物資采購等方面的一些規定也影響了物流企業綜合服務水平的提高和業務領域的拓展，進而制約了第三方物流產業的快速發展。4 第三方物流企業的戰略選擇歸納國外幾種最新的物流理論，并結合當前國外第三方物流發展實踐，第三方物流企業的戰略選擇可以有以下三種：(一)精益物流戰略由于物流理論和實踐的滯后，我國大部分第三方物流企業還是粗放式經營，還不能準確定位自己的物流服務。如果不盡快扭轉這一局面，將對我國第三方物流業的發展產生制約作用。精益物流理論的產生，為我國的第三方物流企業提供了一種新的發展思路，為這些企業在新經濟中生存

9、和發展提供了機遇。精益物流起源于精益制造的概念。它產生于日本豐田汽車公司在上世紀70年代所獨創的“豐田生產系統”，后經美國麻省理工學院教授研究和總結，正式發表在1990年出版的改變世界的機器)一書中。精益思想是指運用多種現代管理方法和手段，以社會需求為依據，以充分發揮人的作用為根本，有效配置和合理使用企業資源，最大限度地為企業謀求經濟效益的一種新型的經營管理理念。精益物流則是精益思想在物流管理中的應用，是物流發展中的必然反映。所謂精益物流是指：通過消除生產和供應過程中的非增值的浪費，以減少備貨時間，提高客戶滿意度。精益物流的目標在于根據顧客需求，提供顧客滿意的物流服務，同時追求把提供物流服務過

10、程中的浪費和延遲降至最低程度，不斷提高物流服務過程的增值效益。精益物流系統的特點在于它是高質量、低成本、不斷完善、由顧客需求拉動型的物流系統。它要求樹立顧客第一的思想、準時、準確、快速地傳遞物流和信息流?？傊嫖锪髯鳛橐环N全新的管理思想，勢必會對我國的第三方物流企業產生深遠的影響，它的出現將改變第三方物流企業的粗放式的管理觀念，形成第三方物流企業的核心競爭力。(二)建立中小型第三方物流企業的價值鏈聯盟中小型的第三方物流企業由于本身不能獨立提供全程一站式物流服務的缺點，同時由于資產規模小、服務地域不寬使中小型第三方物流企業在我國物流業中處于劣勢。因此對于中小型第三方物流企業來說，從企業自身資

11、源出發，構造各自的核心競爭力才是關鍵。由于中小型第三方物流企業功能的單一與不完備，因此建立在各自的核心競爭力基礎上構造的物流業務的合作是一種有效彌補企業能力缺陷，構成物流競爭優勢的可行方法。價值鏈是采用系統方法來考察企業所有活動及其相互作用以及分析獲得企業競爭優勢的各種資源。企業的價值活動分為兩大類：基本活動和輔助活動?；净顒邮巧婕爱a品的物質創造及銷售、轉移給買方和售后服務的各種活動。輔助活動是輔助基本活動并通過提供外購收入、技術、人力資源以及各種職能以相互支持。運用價值鏈理論來分析考察第三方物流企業的價值鏈構成，可以發現，在輔助活動方面，第三方物流企業與一般企業并沒有什么不同，而在基本活動

12、方面第三方物流企業有其特點。第三方物流企業一般不存在商品生產過程，只有流通環節的再加工過程，不占主要環節，廣泛的第三方物流企業的基本作業活動因而變成存儲、運輸、包裝、配送、客戶服務及市場等環節?；咀鳂I活動的各環節，由于企業自身資源和能力的有限，不可能在每一個環節中都占有優勢，這種在某些價值鏈環節方面的不足，造成了企業整體物流機能的不完備，缺乏相應的競爭力，使某些具有相對優勢的價值鏈環節也因整體的不足而發揮不出應有的功效。所以物流產業內的中小型第三方物流企業聯盟，應該是建立在彼此之間價值鏈基礎上的互補性合作，充分利用專業性物流公司的專業化物流機能和物流代理企業的組織協調的柔性化綜合物流能力的互

13、補性。對于中小型第三方物流企業來說，應該從企業價值鏈的優勢環節入手，發掘并形成企業的核心競爭力，通過價值鏈的重構來揚長避短。(三)大型第三方物流企業的虛擬化戰略在it和互聯網飛速發展的時代，企業不能單打獨拼，而必須在競爭中求協作，在協作中求發展。因此，產生于現代條件下的現代大型第三方物流的虛擬化發展有很強的必要性。大型第三方物流企業的虛擬化是指物流經營人將他人的資源為己“所有”，通過網絡，把他人變成自己物流的一部分，借助他人的力量突破有形界限，延伸、實現自身的各種功能，進而擴展自己的能力，增強自己的實力。所以，物流的虛擬化是以信息技術為連接和協調手段的臨時性、動態聯盟形式的虛擬物流。現代綜合物

14、流的虛擬化，以電子通訊技術為手段，以客戶為中心，以機會為基礎，以參與成員的核心能力為條件，以協議目標和任務為共同追求，把不同地區、國家的現有資源迅速組合成一種沒有圍墻，超越空間約束，靠電子網絡手段聯系，統一指揮的虛擬經營實體，以最快的速度推出高質量、低成本的物流服務。現代大型第三方物流的虛擬化包括功能、組織、地域三個方面的虛擬化。功能虛擬化是第三方物流企業借助it技術將分布在不同地點、不同企業內承擔不同職能的物流資源(信息、人力、物質等資源)組織起來去完成特定的任務，實現社會資源的優化。組織虛擬化是指物流組織的結構始終是動態調整的，不是固定不變的，而且具有分散化、柔性化、自主管理、扁平的網絡結

15、構，自己可根據目標和環境的變化進行再組合，及時反映市場動態。地域虛擬是指第三方物流企業通過互聯網絡將全球物流資源連接起來，消除障礙和國家壁壘，使生產管理實現“天涯若比鄰”。外文文獻原文部分chinas third-party logistics problems, causes and strategic choiceabstract: chinas logistics industry has just started, third-party logistics and other aspects of the theory and practice are relatively weak

16、. the paper points out the problems of the third party logistics is the gap between domestic and international third party logistics, logistics efficiency is not high, the lack of systematic management, and logistics platform to build lag behind the concept of logistics management, and so on. analyz

17、ed the causes of such problems arising and proposed lean logistics, small and medium enterprise value chain alliances third party logistics, large third-party logistics companies such as virtualization strategy choice of three third-party logistics enterprise development strategies.keywords:third pa

18、rty logistics;lean logistics strategy;value chain alliances; virtualization strategy1. introductionfor a long time, chinas domestic enterprises procurement, transportation, warehousing, agents, packaging, processing, distribution and other aspects of control is not strong, in the procurement black h

19、ole, logistics trap in the waste is difficult to calculate losses. therefore, third-party logistics research, the overall effectiveness in promoting the improvement of chinas economy has a very important theoretical and practical significance. this article attempts to my policy of three logistics pr

20、oblems and analysis of the causes of and propose several possible third-party logistics strategic choice.2 third party logistics industry in chinas major problems(a) the national policy of three logistics companies and foreign big gap between third-party logistics companies, specifically in the foll

21、owing areas:1, economies of scale and capital gap significantly. because third-party logistics companies large foreign strategic departure from the global business, its advantages of scale and capital is no doubt, especially start-up period of three logistics policy i, its very small size, strong ca

22、pital that foreign giants china enterprises to shame.2, i state policy of the logistics enterprises provide three logistics service level and quality control rather than foreign counterparts. when some domestic enterprise is still in logistics interpreted as trucks, add warehouse logistics enterpris

23、es abroad already completed a series of standardized transformation. meanwhile, foreign logistics organizational ability so powerful, germany, for example, a third-party logistics company, all aspects of logistics experts across all over europe. if the goods by a customer needs of different countrie

24、s, so these experts from all over europe in online design a the best logistics solutions. this provides solutions is the ability that the core competence of third-party logistics companies, unlike domestic companies claim to having many ship, how many car.3, chinas accession to wto, lower the thresh

25、old of the logistics industry. the logistics service industry: our commitment to all of the services sector, after a reasonable transition period, to cancel most of the foreign equity limit does not restrict access to foreign service providers the current market, do not restrict all the service sect

26、ors and the existing market access activities. the secondary distribution services while also making a similar commitment. these restrictions will be phased out after 3-4 years, during which foreign service providers can create a hundred per cent wholly-owned subsidiaries or business sector, the dom

27、estic logistics industry will face international competition.(b) serious waste of resources, third party logistics efficiency is not high. from the microscopic point of view, due to the impact of the planned economy, a long time many enterprises, especially state-owned enterprises to go the large, s

28、mall route, they have their own warehouse, fleet, and even ocean-going vessels team, resulting in wasting a lot of the logistics process, the specific performance of the idle warehouse, logistics decentralized operation, the low level of organization, transverse joint weak. and to provide integrated

29、, modern, professional, punctual, efficient services to third-party logistics enterprises are very small. from a macro point of view of economic development of third-party logistics failed to keep up with the pace of the formation of industrial management model, but only with the transportation, tel

30、ecommunications, commercial materials, foreign trade and other sectors of the integration and collaboration.(c) the lack of systematic management, equipment standardization is low. most of the current third-party logistics enterprises in china under the traditional system based on materials circulat

31、ion enterprises developed, the service mainly stay in the storage, transportation, lack of systematic management, logistics, low efficiency, lack of effective third party logistics functions play. in addition, the fragmentation of chinas logistics sector, making the link in the transportation logist

32、ics and equipment standards are not uniform, does not support current standards for physical facilities, resulting in the increase in third-party logistics invalid operation, speed, and reduce costs.(d) third-party logistics platform to build lag, lower degree of information technology. third-party

33、logistics and distribution platforms, including physical network and information network, physical network refers to the logistics facilities, transportation, transportation hubs in the geographical location of the rational distribution and the formation of physical network; information networks tha

34、t use third-party logistics business and information technology, information resources to their chain integration and the formation of a shared network of information resources. the status of physical network are: low levels of third-party logistics and equipment, and information networks also lack

35、the necessary public logistics platform.(e) the concept of logistics management of domestic enterprises is still very backward, which greatly restricts the development of third party logistics. for example: some companies believe that inventory information is confidential business information must b

36、e managed by the enterprises themselves, the class of business activities while outsourcing the management concept difficult to accept, often resulting in control of their own poor management of logistics, business competition in the market weakens force.3 causes of problems analysis(a) lack of mode

37、rn logistics management knowledge and expertise of logistics personnel. this is the third-party logistics industry in restricting the development of chinas most important one of the bottlenecks. logistics knowledge, especially in modern integrated third party logistics knowledge is far from being un

38、iversal, but that its main business areas is to provide transportation and warehousing services, not know that it is new to these traditional business integration of its business fields far too simple to become connected with transport and storage of raw materials, semi-finished products supply, pro

39、duction process, material flow, the whole process of product distribution services, as cover flow, solid logistics, capital flow, information flow is equal to the integrated system of systems.(b) fails to effectively use modern technology. this situation has greatly restricted the cultivation of thi

40、rd-party logistics companies, affecting their overall competitive strength increased. chinas accession to the wto, domestic enterprises will face third-party logistics strong competition from abroad, the domestic third-party logistics industry is difficult to provide low-cost, high quality and effic

41、ient service.(c) subject to the constraints of traditional management systems. fragmentation in the traditional institutional arrangements, third party logistics activities have been separated from many different sectors such as transportation, post and telecommunications, foreign trade, domestic tr

42、ade and only involves the transport industry to the ministry of railways, ministry of communications, etc. some departments, the lack of efficient collaboration between departments, resulting in the transport process of rotation of the mode of transport and time-consuming part of the cost of logisti

43、cs in the process of becoming trap. there are also procedures for customs management, material procurement and other aspects of some of the provisions of the logistics enterprises also raise the level of integrated services and business development areas, thus restricting the rapid development of th

44、ird-party logistics industry.4 the third party logistics enterprise strategic choicesummarized the latest of several foreign logistics theory and the development of third-party logistics with the current practice of foreign, third-party logistics firms strategic choice to have the following three:(a

45、) lean logistics strategy since the lag theory and practice of logistics, our most extensive third-party logistics company or business, it can not accurately position their logistics services. if you do not reverse this situation as soon as possible, will be third-party logistics industry in china h

46、ave restricted role. lean production theory of logistics for our third-party logistics company provides a new development ideas for these enterprises to survive in the new economy and development opportunities. lean logistics concept originated in lean manufacturing. it is produced from the toyota m

47、otor corporation 70 years in the last century by the original toyota production system, after research by the massachusetts institute of technology professor and summary, was published in 1990 published change the world of machines), a book. lean thinking is the use of various modern management meth

48、ods and means, based on the needs of society to fully play the role of people as a fundamental and effective allocation and rational use of corporate resources to maximize economic benefits for enterprises to seek a new management philosophy. lean logistics lean thinking is the application in logist

49、ics management, logistics development must reflect. the so-called lean logistics means: the process by eliminating the production and supply of non-value added waste in order to reduce stocking time, improve customer satisfaction. the aim of lean logistics according to customer needs, providing cust

50、omers with logistics services, while pursuing the provision of logistics services in the process to minimize waste and delay, the process of increasing value added logistics services. lean logistics system is characterized by its high-quality, low cost, continuous improvement, driven by customer dem

51、and oriented logistics system. it requires establishing the customer first thought, on time, accurate and fast delivery of goods and information.in short, lean logistics, as a new management ideas, bound to have a third-party logistics enterprises in china have far-reaching impact, it will change th

52、e appearance of the extensive third party logistics management concept, the formation of third party logistics core competitiveness.(b) the establishment of small and medium third party logistics value chain alliancethird-party logistics enterprises of small and medium can not be independent because

53、 of their one-stop logistics services to provide full shortcomings, and because the small size of assets, services, not wide area so that small and medium enterprises in chinas logistics third party logistics industry at a disadvantage. therefore, third party logistics for small and medium enterpris

54、es, starting from their own resources to construct their own core competence is the key. as small and medium enterprise features of a single third-party logistics and incomplete, so based on their respective core competencies based on the structure of the logistics business enterprise cooperation is

55、 an effective capacity to make up for deficiencies, constitutes a feasible way of competitive advantage of logistics. value chain is the use of systems approach to investigate the interaction between business and the analysis of all activities and their access to the resources of competitive advanta

56、ge. value of the business activities fall into two categories: basic activities and support activities. basic activities are involved in product creation and sale of the material transferred to the buyer and after-sales service activities. basic activities of supporting activities is to assist the r

57、evenue by providing outsourcing, technology, human resources and a variety of functions to support each other. theory to analyze the value chain study the value of third party logistics chain composition, can be found in auxiliary activities, third party logistics enterprise and general business is

58、no different, the basic activities in the third-party logistics companies has its own characteristics. third-party logistics enterprises there is generally no commodity production process, only the re-circulation process, does not account for major components of a wide range of third-party logistics

59、 companies and thus become the basic operating activities of storage, transport, packaging, distribution, customer service and marketing, etc. link. various aspects of the basic work activities, due to their own limited resources and capacity, can not have every aspect of an advantage in that value chain in terms of some of the deficiencies, resulting in their overall logistics function