【正文】 的物流外包運作過程中也出現(xiàn)了一些問題。 通過對當前國內(nèi)第三方物流公司狀況和能力的調(diào)查研究，選擇的第三方物流服務商起碼要起到以下幾個作用： 展主業(yè)，提高自身的核心競爭力。物流服務商和企業(yè)之間是戰(zhàn)略合作關系，他們?yōu)轭櫩椭耄麄冇袑I(yè)的團隊，可以幫助顧客改進服務，增加企業(yè)的客戶滿意度。 （二） 優(yōu)化分銷網(wǎng)絡，加強庫存管理 二三級消費市場離配送中心較遠，通常公司配送的速度要慢很多。所以庫存是必然存在的。企業(yè)應樹立長期合作的意識，培養(yǎng)能給企業(yè)帶來幫助的合格物流服務提供商，使企業(yè)無后顧之憂，全力發(fā)展核心產(chǎn)業(yè)，增強競爭優(yōu)勢。所以，簽訂合同的時候應該明確列出具體的服務細節(jié)，避免模糊用語的出現(xiàn)。簽訂正式合同后必須明文規(guī)定，物流服務商只負責公司產(chǎn)品的運輸、儲存、和配送服務，不得以任何理由銷售公司的產(chǎn)品。評價考核標準的建立應該從成本、時間、質(zhì)量、數(shù)量等方面做出明確的規(guī)定。隨著企業(yè)規(guī)模的進一步擴 大，公司最終必然會將整個供應鏈外包給第三方物流企業(yè)去運作，所以公司應盡快找到合適的物流服務商，并且整合公司的供應鏈，培養(yǎng)物流服務監(jiān)管人員，實現(xiàn)供應鏈物流的外包來提高效益，挖掘利潤。更使得企業(yè)能隨時掌握庫存狀況，訂單的配送 狀態(tài)，以及物流服務商對市場信息的及時反饋信息等，從而快速的響應市場需求的變化，體現(xiàn)物流外包的價值。 物流外包已成為一種發(fā)展的趨勢，是企業(yè)成長過程中迅速 發(fā)展的非常重要第 15 頁 共 25 頁 的方式。所以企業(yè)在實施物流外包的過程中必須加強監(jiān)管力度和協(xié)調(diào)溝通，合理的利用第三方物流的優(yōu)勢，最大限度的提高自己的核心競爭力。 [43].Marasco A. Thirdparty logistics: A literature review[J].International Journal of Production Economics,2020,11,(1). [44].劉小群，賴益凝 .供應鏈管理下物流外包的動因、風險及其規(guī)避 [J].商業(yè)經(jīng)濟與管理， 2020，（ 3） . [45].洪沆，馬彤兵，柴廣恒 .飲料企業(yè)物流外包管理策略研究 [J].物流科技，2020，（ 1） . [46].謝天帥 .企業(yè)物流外包決策的經(jīng)濟準則 [J].物流科技， 2020.（ 3） . [47].陳輝 .淺談企業(yè)物流外包 [J].科技創(chuàng)新導報， 2020，（ 5） . [48].楊達 .基 于核心競爭力的企業(yè)企業(yè)物流外包決策研究 [J].鐵道運輸與經(jīng)濟， 2020，（ 11） . [49].孫志剛 .企業(yè)物流外包及其模式探討 [J].鐵道運輸與經(jīng)濟， 2020， (12). [50].楊麗麗，李新鵬 .企業(yè)物流外包運作管理模式研究 [J]物流工程與管理，2020，（ 1） . 附錄 附錄 A ：英文文獻原文一 附錄 B ：英文文獻一翻譯 附錄 C ：英文文獻原文二 第 18 頁 共 25 頁 附錄 A：外文文獻原文一 Logistics Outsourcing— A Means Of Assuring The Competitive Advantage For An Organization Contemporary logistics management and outsourcing 1. Contemporary logistics management and outsourcing 第 19 頁 共 25 頁 The aim of logistics process is formulated by the basic rule of logistics – the 7R principle: the right product with the right quality in the right quantity has to be delivered at the right time and right place to the right customer at the right cost. Disregarding of even one of the above conditions may lead to a loss of customers and, thus, to a decrease of the pany’s petitive advantages and reduction of its market share. The logistics approach, unlike the traditional one, suggests integration (technical, technological, information and economic) of separate units in the delivery supply chain into a unified system of direct management of material and information flows targeting the acplishment of the desired result with a minimum loss of time and resources. The implementation of an uptodate logistics management in panies provides reduction of stocks, high predisposition of merchandise towards deliveries, ordertodelivery leadtime reductions and an increase of quality, expansion of production flexibility, lowering the cost of production, accelerated capital turnover. This guarantees lower production costs and better quality of deliveries, which is a decisive petitive advantage. Besides lowering the operative costs, together with the logistics ones, one of the basic directions of the anization strategy is concentrated on priority types of business and operations. This helps the rational allocation of resources to those types of business, which are worth peting and where the pany has distinctive advantages (technology, knowhow, special equipment, and trained personnel). This approach can be defined as “core petence”. The universal practice therefore is to use “outsourcing” more and more widely. The term “outsourcing” suggests contraction or decline of one’s own business process, usually that, which is not the core one (not the profiling one) and/or that, which is not profitable for the pany and passing it to a pany, which specializes in this field. The main advantage in the use of outsourcing is that it lets the anization focus on its basic can actually pass to outsourcing each of their functions or activities ranging from human resources management to logistics, information maintenance, payroll processing and even production itself. 2. Types of logistics providers It is assumed that the outsourcing of logistics services (3PL’s Logistics Outsourcing) is defined as an activity which passes a part or all of the logistics functions, basically from the nonproduction character, to external logistics anizations – thirdparty logistics providers. Logistics providers (LP) can be further called Logistics Service Providers or 3PL providers (LSPs, 3PLs, TPLs). They are trade anizations, which provide services in the fields of logistics, execution of separate operations or plex logistics functions (warehoused stock, transportation, order management, physical distribution, etc.) and acplishment of integrated management of logistics chains of the clientanization. Companies may leave under the control of an external partner all logistics operations, including consulting, execution of the necessary surveys, and 第 20 頁 共 25 頁 implementation of information systems. These panies frequently possess rich experience in logistics management, have at their disposal qualified personnel and developed infrastructure (terminal or terminal work, car pool, often even international transport agents).3PL providers are predominantly daughter panies, which separate from their headquarters (a freight forwarder, a pany providing warehouse services, etc.) in order to satisfy the growing consumer needs and to offer them a wider range of services. There are five types of 3PL providers: LP – carrierpanies, LP – warehouse operators, LP – freight forwarding amp。 Insufficient expertise among employees in the pany, using outsourcing。因此，減少了公司的競爭優(yōu)勢，并降低了其市場份額。 除了降低操作成本，物流的組織戰(zhàn)略的基本方向之一是集中在業(yè)務和運營的上。 “外包”一詞表明自己的業(yè)務流程的收縮或下降，通常，這是沒有核心內(nèi)容之一的，當把它傳遞給一家專門在這一領域的公司，它是不盈利的。物流供應商（ LP）可以進一步被稱為物流服務供應商或第三方物流服務提供者（ LSPs, 3PLs, TPLs）。第三方物流服務提供者主要是子公司，它獨立于他們的總部（貨運公司，公司提供倉儲服務等）以滿足消費者日益增長的需求，及為他們提供更廣泛的服務。非資產(chǎn)型企業(yè)與其他公司締結(jié)的合同，呈現(xiàn)在實物分配領域的全部或部分服務。 除了上述優(yōu)勢，物流外包的運用正在擴大的原因是： 高品質(zhì)服務的專