物流系統(tǒng)規(guī)劃與設(shè)計(jì)_2-預(yù)覽頁(yè)
【正文】 To reduce costs: by contracting the operation out it is easier to identify associated costs ●集中企業(yè)內(nèi)部的核心競(jìng)爭(zhēng)力的原因 The need to focus reasons on core petencies within the business ●缺乏倉(cāng)儲(chǔ)設(shè)施 Lack of warehousing facilities ● 缺乏內(nèi)部專(zhuān)門(mén)知識(shí)的汽車(chē)業(yè)務(wù) Lack of internal expertise in vehicle operations ●優(yōu)化運(yùn)輸過(guò)程中使用的波峰和波谷交易模式的無(wú)力 The inability to optimize transport use during peaks and troughs in trading patterns ●避免法律責(zé)任 Avoidance of legal responsibilities ●在交付產(chǎn)品時(shí)需要提供更多的靈活性來(lái)提高對(duì)客戶的服務(wù)水平。 Contract logistics, where a specifically defined relationship that is contractually oriented and dependent on the third party provider meeting the pany’s defined performance goals. 不同程度的外包 Varying Degrees of Outsourcing ●戰(zhàn)略聯(lián)盟，是指每一方有需求，而且另一方可以滿足，并且兩方為了互惠互利享有共同的價(jià)值觀，目標(biāo)和企業(yè)戰(zhàn)略的計(jì)劃持續(xù)的關(guān)系。 There are many advantages and disadvantages for deciding whether to use thirdparty distribution or keep it inhouse. 對(duì)一些而言需要客觀的評(píng)估，對(duì)于另外一些而言更多的是主觀評(píng)估，因?yàn)樗鼈兩婕暗綒v史實(shí)踐或者僅僅是個(gè)人喜好。下一節(jié)將從以下的角度來(lái)著眼于 IT的要求，分別是企業(yè)，第三方供應(yīng)商和外包問(wèn)題。這反映了許多用戶所持續(xù)的關(guān)注的質(zhì)量，誠(chéng)信（忠誠(chéng)）和個(gè)人參與配送運(yùn)作的能力是其成功的最重要的因素。 The need to focus resources on core petencies within the business. 缺乏倉(cāng)儲(chǔ)設(shè)施。 Avoidance of legal responsibilities. 在交付產(chǎn)品時(shí)需要提供更多的靈活性來(lái)提高對(duì)客戶的服務(wù)水平。 To keep a direct link in distribution with customers. 咨詢(xún)公司任專(zhuān)職體育顧問(wèn)的 Peters, Lieb和 Randall 指出在最近一次調(diào)查中印證了企業(yè)為什么選擇外包配送操作的主要原因。該策略的遵循取決于公司找到自己的位置 。 For those anizations that do not have logistics as central to strategy,and do not have a high level of petency within the firm,outsourcing to a third party provider,offers opportunities to reduce costs and improve customer satisfaction through better customer service. 比如，就像戴爾這樣的企業(yè)一樣。這個(gè)解決方案應(yīng)該是找到你個(gè)具有這項(xiàng)能的企業(yè)以便雙方企業(yè)可以通過(guò)規(guī)模經(jīng)濟(jì)降低成本。 For enterprises, in the end choose internal logistics or thirdparty logistics need prehensive consideration of various factors to decide. The following analysis will be the case of Procter Gamble. The Procter Gamble Company of America is the world39。寶潔公司為了節(jié)省運(yùn)輸成本，在公路運(yùn)輸之外，尋求鐵路解決方案，具有運(yùn)輸物流服務(wù)需求。于是，寶潔公司把目光投向了民營(yíng)儲(chǔ)運(yùn)企業(yè)。寶潔公司最終選擇了寶供作為自己的合作伙伴，雙方簽訂了鐵路運(yùn)輸?shù)目偞砗贤_(kāi)始了正式的合作。 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 , and in strict accordance with the GMP quality management standard and SOP operation management program to deliver the Procter Gamble products fast, accurate, and timely manner to the sales outlets throughout the country. 雙方的初步合作取得了相當(dāng)好的成效，寶供幫助寶潔公司在一年內(nèi)節(jié)省成本達(dá) 600萬(wàn)美元，寶潔公司高質(zhì)量高標(biāo)準(zhǔn)的物流服務(wù)需求也極大提高了寶供的服務(wù)水平 。 At the promotion of the cooperation relations, the PGL established a high level of information technology systems to help manage and provide prehensive and effective information platform, warehousing, transportation and other key logistics information realtime online tracking, to realize the seamless convergence with electronic data to Procter Gamble Company, making both pany an effective workflow and information integration, and logistics more efficient, rationalized and systematized. 寶供嚴(yán)格和高質(zhì)量的物流服務(wù)，極大地降低了寶潔公司的物流成本，縮短訂單周期和運(yùn)輸時(shí)間，提高了寶潔公司的客戶服務(wù)水平；而寶潔公司促使寶供的物流服務(wù)水平不斷提升，成為當(dāng)今國(guó)內(nèi)領(lǐng)先的第三方物流企業(yè) 。 In the environment of logistics market’s growing demand and the fierce domestic and international petition, Procter Gamble’s application of third party logistics’ success, will establish a benchmark for Chinese business purchasing and selecting third party logistics service. 結(jié)論 summary 第三方物流企業(yè)能降低物流成本，縮短訂單周期和運(yùn)輸時(shí)間，改善客戶響應(yīng)能力；也能為客戶創(chuàng)造價(jià)值。 The right third party logistics service provider selection of industrial and mercial enterprises, first of all need to accurately define the logistics demand of its own, and then choose to meet the needs of enterprises and the providers, finally, make relationship management and performance evaluation of the provider. At the same time, the application of third party logistics enterprises can improve service performance, also significantly reduce the total cost of logistics.
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