【正文】 是作為代理方的物流企業(yè)都要誠心合作，雙方 之間相互信任、相互尊重。企業(yè)與物流供應(yīng)商之間信任機制的構(gòu)筑有助 于形成雙方有效的合作關(guān)系，只有這樣才能出現(xiàn)雙贏的局面。這樣企業(yè)了解了市 場的供求，更好地安排生產(chǎn)作業(yè)，而物流外包供需企業(yè)之間更容易進行合作和交流，不僅可以降低成本的同時提高顧客的滿意度，還會在一定程度上改善和緩解了信息不對稱的狀況。 五、“一汽”物流外包的案例分析 （一） 一汽 大眾物流外包前營銷狀況 一汽 大眾汽車有限公司是由中國第一汽車集團公司和德國大眾汽車股份公司、奧迪汽車股份公司及大眾汽車 (中國 )投資有限公司合資經(jīng)營的大型轎車生產(chǎn)企業(yè)，是我國第一個按經(jīng)濟規(guī)模起步建設(shè)的現(xiàn)代化轎車工業(yè)基地?？偟膩碇v，一汽 大眾目前主要的企業(yè)癥結(jié)是： 第一，市場份額呈降低趨勢。 圖 52 一汽 大眾車型銷售百分比 (數(shù)據(jù)來源： ． cheshi． ． ， 2021) （二） 一汽 大眾物流外包策略 為了扭轉(zhuǎn)上述局面，一汽 大眾在 2021 年開始了新的營銷戰(zhàn)略：由產(chǎn)品為主導(dǎo)的市場戰(zhàn)略轉(zhuǎn)向以銷售為主導(dǎo)的市場戰(zhàn)略，打響了 2021 年的新的一炮：突破 2021 行動。作為企業(yè)營運成本的組成部分，物流成本一直占據(jù)了相當(dāng)大的比重，于是一汽 大眾一直致力于通過多種形式來降低物流成本，物流外包在一汽 大眾也有了將近 10年的歷史，但直到最近兩年才深入。但這并沒有阻止一汽 大眾實行零部件物流的外包，以剝離非核心的業(yè)務(wù)來發(fā)展核心競爭力。 [14] 吉林農(nóng)業(yè)大學(xué)發(fā)展學(xué)院 畢業(yè)論文 第 16 頁 共 28頁 圖 53 一汽 大眾物流外包形式 備件物流雖然還不像整車物流深入人心，但卻舉足輕重，因為它與售后服務(wù)質(zhì)量息息相關(guān)。 （三） 一汽 大眾物流外包決策的成功 從 2021 年開始，一汽 大眾物流外包不但成本有明顯下降，而且還提高了一定的市場占有率。 重要途 徑之一 支持 重要途徑之一 維持和提高市場占有率 保證品質(zhì)前提下降低價格 降低產(chǎn)品成本 物流外包 降低物流成本 廢棄物物流 備件物流（維修物流） 汽車物流 整車物流 零部件物流 分銷 /銷售物流 全部外包 退 回 物 流 部分外包 采購 /入廠物流 全部外包 生產(chǎn) /工廠物流 自營物流 售后物流 第三方物流形式運作 部分外包 吉林農(nóng)業(yè)大學(xué)發(fā)展學(xué)院 畢業(yè)論文 第 17 頁 共 28頁 圖 54 一汽 大眾決策路線 因此，與完全自營物流相比，一汽 大眾選擇物流外包作為主要物流模式后，企業(yè)在節(jié)省物流成本方面發(fā)生了顯著性的變化，如表 51。在倉庫費用上由于不用建設(shè)倉庫這些基礎(chǔ)設(shè)施，沒有固定成本，倉庫費用為 0；在人員費用上由于不用雇傭大量員工，只需要雇傭一些專業(yè)的物管理人員來管理，大大減少了員工工資的開銷；在零部件成本和采購成本上，外包后省去了運輸成本和倉儲成本的支出，節(jié)省了相當(dāng)一部分的費用。但如果運用不當(dāng)，決策草率，企業(yè)將面臨戰(zhàn)略決策失誤、失去行業(yè)競爭優(yōu)勢、信用缺失、對物流服務(wù)提供商失去控制等諸多風(fēng)險，吉林農(nóng)業(yè)大學(xué)發(fā)展學(xué)院 畢業(yè)論文 第 18 頁 共 28頁 這些潛在的風(fēng)險如果變成現(xiàn)實，就會對企業(yè)造成致命的打擊。 我要非常感謝一個人，她就是我的論文導(dǎo)師張東敏老師， 我不是您最出色的學(xué)生，而您卻 是我最尊敬的老師。 吉林農(nóng)業(yè)大學(xué)發(fā)展學(xué)院 畢業(yè)論文 第 20 頁 共 28頁 在論文即將完成之際，我的心情無法平靜，從開始進入課題到論文的順利完成，有多少可敬的 老師 、同學(xué)、朋友給了我無言的幫助 和支持 ，在這里請接受我 最 誠摯謝意 ！ 最后再一次感謝所有在畢業(yè) 論文寫作過程中 曾經(jīng)幫助過我的良師益友和同學(xué)，以及在 論文 中被我引用或參考的論著的作者 表示衷心地感謝！ 附錄一：英文原文 SMEs Logistics Outsourcing Risk Analysis and Prevention Strategies Abstract: Logistics outsourcing, as a new logistics mode, plays an important role in focusing resources on core business, and also reduces logistics costs and improves customer satisfaction. However, when the enterprise selected the logistics outsourcing, there are also many risks. The success of logistics outsourcing depends largely on whether an enterprise can effectively prevent these risks. This paper studies a large number of books, periodicals, work resources, bines the reality, has analyzed the major causes of logistics outsourcing risk, and put them into two categories: the risk of implementation of logistics outsourcing and the risk of management of logistics outsourcing, then put forward the corresponding risk prevention strategies. This classification will help SMEs better understand the causes of logistics outsourcing risk and corresponding prevention strategies. 吉林農(nóng)業(yè)大學(xué)發(fā)展學(xué)院 畢業(yè)論文 第 21 頁 共 28頁 Keywords: SMEs (Small And Mediumsized Enterprises) Logistics Logistics outsourcing Risk prevention strategies I. INTRODUCTION Logistics Outsourcing is generally name third party logistics, is called the contract logistics too, mean the service provider of the logistics utilizes the technology of modem logistics, at the designated time, appointed space position, offer the individualized, specialized, informationalized logistics service to consumers according to both sides appointed price. That is to say, enterprises concentrate resources on key business, but entrust some or all noncentral logistics business to the specialized logistics service provider by way of contract. II. THE NEED FOR LOGISTICS OUTSOURCING FOR SMEs A. Conducive to Resolving The Issue of SMEs with Limited Resources Because the scale of SMEs is relatively small, the resources that have are limited, it can not obtain the petition advantage in all business fields, so enterprises must concentrate limited resources on key business. SMEs have limitation in logistics technology, information systems management and transport work, etc., this has determined logistics business will not often bee key business of enterprises, and the outside outstanding logistics service provider undertakes the logistics business, can be while meeting enterprise39。 demand is more and more harsh. Consumers hope to meet their various service demands with the minimum total cost. Through logisticsoutsourcing, enterprises can utilize the information works of the service provider of the logistics, accelerate dealing with the pace of customer39。s satisfaction. III. THE RISK OF IMPLEMENTATION AND MANAGEMENT OF LOGISTICS OUTSOURCING FOR SMEs A. The Risk of Implementation of Logistics Outsourcing 1) Potential Conflicts of corporate culture: Because different enterprises must have differences in corporate culture, both sides are apt to hold different views to the same question, thus cause the difference, conflict, misunderstand and distrust between both sides, influence the stability of logistics outsourcing, cause the failure of logistics outsourcing finally. 2) The Information Asymmetry between Cooperations: Between SMEs and logistics service providers is in fact a principalagent relationship,when information asymmetry exists, the cooperation of both sides can39。s normal production and operating activities。t reflect the whole result of logistics outsourcing accurately finally. IV. PREVENTION OF LOGISTICS OUTSOURCING RISK FOR SMEs A. Prevention of The Risk of Implementation of Logistics Outsourcing 1) Settingup of petition and incentive mechanism between a lot of logistics service providers: When the SMEs implements logistics outsourcing, in order to avoid pinning down by the single service provider of the logistics, can choose