【正文】 企業(yè)采購(gòu)第三方物流服務(wù)、選擇物流服務(wù)提供商樹(shù)立標(biāo)桿。企業(yè)應(yīng)用第三方物流在改善服務(wù)績(jī)效的同時(shí)，能顯著降低物流總成本。 The third party logistics enterprises can reduce logistics cost, shorten the order cycle time and transportation time, improve customer responsiveness。 Strict and high quality logistics services greatly reduced the Procter Gamble Company logistics cost, shorten the order cycle and the transportation time, improve the Procter Gamble Company customer service level。 Preliminary cooperation achieved very good results for both, PGL helped Procter Gamble Company for cost savings of $ 6 million a year, and the demand high standards of quality of logistics services in Procter Gamble is also greatly improved the PGL’ s f service level. 隨著寶潔公司在中國(guó)業(yè)務(wù)的增長(zhǎng)，倉(cāng)庫(kù)存儲(chǔ)需求大幅度增加，寶供良好的運(yùn)作績(jī)效得到了寶潔公司的認(rèn)同，進(jìn)一步外包其倉(cāng)儲(chǔ)業(yè)務(wù)給寶供。 at the same time the longterm good cooperation desire and serious and responsible attitude of cooperation weled by the Procter Gamble Company, which makes PGL successfully passed the inspection. Procter Gamble finally made a choice of the PGL as their partners, and the two sides signed a rail transportation agent contract, a formal cooperation begins. 在實(shí)施第三方物流服務(wù)過(guò)程中，寶供針對(duì)寶潔公司的物流服務(wù)需求，建立遍布全國(guó)的物流運(yùn)作網(wǎng)絡(luò)，為寶潔公司提供全過(guò)程的增值服務(wù)，在運(yùn)輸過(guò)程中保證貨物按照同樣的操作方法、模式和標(biāo)準(zhǔn)來(lái)操作，將貨物運(yùn)送到目的地后，由受過(guò)專(zhuān)門(mén)統(tǒng)一培訓(xùn)的寶供儲(chǔ)運(yùn)的員工進(jìn)行接貨、卸貨、運(yùn)貨，為寶潔公司提供門(mén)到門(mén)的“一條龍”服務(wù) ， In the process of the implementation of the third party logistics, for the logistics service demand for P G pany, PGL sets up logistics work all over the country, in order to the whole process of providing valueadded services for Procter Gamble, PGL guaranteed that the goods in accordance with the method of operation, the same pattern and standard operation in the process of transportation, after the goods delivered to the destination, logistics delivery, unloading, transport, to provide doortodoor onestop services for the Procter Gamble are all did by specially trained staff of PGL , 并按照嚴(yán)格的 GMP質(zhì)量管理標(biāo)準(zhǔn)和 SOP運(yùn)作管理程序，將寶潔公司的產(chǎn)品快速、準(zhǔn)確、及時(shí)地送到全國(guó)各地的銷(xiāo)售網(wǎng)點(diǎn)。 在篩選第三方物流企業(yè)時(shí)，寶潔公司發(fā)現(xiàn)寶供承包鐵路貨運(yùn)轉(zhuǎn)運(yùn)站，以“質(zhì)量第一、顧客至上、 24小時(shí)服務(wù)”的經(jīng)營(yíng)特色，提供“門(mén)到門(mén)”的服務(wù)。 作為日用產(chǎn)品生產(chǎn)商，寶潔公司的物流服務(wù)需求對(duì)響應(yīng)時(shí)間、服務(wù)可靠性以及質(zhì)量保護(hù)體系具有很高的要求。s largest consumer products manufacturers. Procter Gamble established a large production base in Guangdong since it entered the Chinese market in 1992. Whether the product is quickly transported to all parts of the country or not is an important part of its ability to quickly seize the Chinese market for Procter Gamble which has just entered the Chinese market. Procter Gamble in order to save the cost of transportation, besides road transport, seeking railway solutions has the demand for transport and logistics services. 美國(guó)寶潔公司是世界最大的日用消費(fèi)品生產(chǎn)企業(yè)。 A third option is where logistics is critical to the anization’ s strategy but internal personnel do not have the level of skills to deliver the required level of solution may be to find a firm which does have the petence in order that both firms can share in reduced costs through economies of scale. 相反，如果物流對(duì)于企業(yè)戰(zhàn)略并不是至關(guān)重要的，并且這個(gè)企業(yè)擁有在物流配送上有能力的人力資源，向一個(gè)不具備這項(xiàng)必要技能的合作者提供相關(guān)信息就像上述所說(shuō)的為了相同的原因合作那樣，也許對(duì)雙方都有益。戴爾將生產(chǎn)和銷(xiāo)售的高科技電腦硬件視為自己的核心競(jìng)爭(zhēng)力，而不是物流。 Deciding whether to keep the distribution inhouse or to use a third party provider,is a balance of 2 factors : how critical logistics is to the firm’ s success and how petent the firm is in managing the logistics function. The strategy to follow (as shown in Figure 30) depends on the position in which the pany finds itself. 一個(gè)公司 ,具有較高的客戶服務(wù)需求，物流成本在總成本中占很重要的比重，一批有能力的物流操作管理的主管人員可能會(huì)決定企業(yè)保持內(nèi)部配送。如圖 29 Consulting firms PE Consulting and Peters, Lieb and Randall show in a recent survey the main reasons quoted why firms opt for contracting out of their distribution operation（ Figure 29） PE Consulting % of firms Peters， Lieb and Randall. % of firms Improved service 87 Lower cost 56 Reduced cost 85 Greater flexibility 55 Increased flexibility 79 Improved operational efficiency 53 Avoided investment 61 Ability to focus on core business 51 Noncore activity 59 Improved customer service 49 Obtained specialist 50 Improved