【正文】 除了上述優(yōu)勢(shì)，物流外包的運(yùn)用正在擴(kuò)大的原因是： 高品質(zhì)服務(wù)的專業(yè)公司 。第三方物流服務(wù)提供者主要是子公司，它獨(dú)立于他們的總部（貨運(yùn)公司，公司提供倉(cāng)儲(chǔ)服務(wù)等）以滿足消費(fèi)者日益增長(zhǎng)的需求，及為他們提供更廣泛的服務(wù)。 “外包”一詞表明自己的業(yè)務(wù)流程的收縮或下降，通常，這是沒有核心內(nèi)容之一的，當(dāng)把它傳遞給一家專門在這一領(lǐng)域的公司，它是不盈利的。因此，減少了公司的競(jìng)爭(zhēng)優(yōu)勢(shì)，并降低了其市場(chǎng)份額。 [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(yīng)鏈管理下物流外包的動(dòng)因、風(fēng)險(xiǎn)及其規(guī)避 [J].商業(yè)經(jīng)濟(jì)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(jì)準(zhǔn)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(dǎo)報(bào)， 2020，（ 5） . [48].楊達(dá) .基 于核心競(jìng)爭(zhēng)力的企業(yè)企業(yè)物流外包決策研究 [J].鐵道運(yùn)輸與經(jīng)濟(jì)， 2020，（ 11） . [49].孫志剛 .企業(yè)物流外包及其模式探討 [J].鐵道運(yùn)輸與經(jīng)濟(jì)， 2020， (12). [50].楊麗麗，李新鵬 .企業(yè)物流外包運(yùn)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(xiàn)原文一 附錄 B ：英文文獻(xiàn)一翻譯 附錄 C ：英文文獻(xiàn)原文二 第 18 頁(yè) 共 25 頁(yè) 附錄 A：外文文獻(xiàn)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(yè) 共 25 頁(yè) 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(yè) 共 25 頁(yè) 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。 物流外包已成為一種發(fā)展的趨勢(shì)，是企業(yè)成長(zhǎng)過程中迅速 發(fā)展的非常重要第 15 頁(yè) 共 25 頁(yè) 的方式。隨著企業(yè)規(guī)模的進(jìn)一步擴(kuò) 大，公司最終必然會(huì)將整個(gè)供應(yīng)鏈外包給第三方物流企業(yè)去運(yùn)作，所以公司應(yīng)盡快找到合適的物流服務(wù)商，并且整合公司的供應(yīng)鏈，培養(yǎng)物流服務(wù)監(jiān)管人員，實(shí)現(xiàn)供應(yīng)鏈物流的外包來提高效益，挖掘利潤(rùn)。簽訂正式合同后必須明文規(guī)定，物流服務(wù)商只負(fù)責(zé)公司產(chǎn)品的運(yùn)輸、儲(chǔ)存、和配送服務(wù)，不得以任何理由銷售公司的產(chǎn)品。企業(yè)應(yīng)樹立長(zhǎng)期合作的意識(shí)，培養(yǎng)能給企業(yè)帶來幫助的合格物流服務(wù)提供商，使企業(yè)無(wú)后顧之憂，全力發(fā)展核心產(chǎn)業(yè)，增強(qiáng)競(jìng)爭(zhēng)優(yōu)勢(shì)。 （二） 優(yōu)化分銷網(wǎng)絡(luò)，加強(qiáng)庫(kù)存管理 二三級(jí)消費(fèi)市場(chǎng)離配送中心較遠(yuǎn)，通常公司配送的速度要慢很多。 通過對(duì)當(dāng)前國(guó)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(wù)商起碼要起到以下幾個(gè)作用： 展主業(yè)，提高自身的核心競(jìng)爭(zhēng)力。 （六） 公司的信息系統(tǒng)有待改進(jìn) 公司和物流服務(wù)商之間沒有統(tǒng)一的信息系統(tǒng)，所以在信息傳遞上存在一定的障礙。這種配送方式的配送時(shí)間比較長(zhǎng)，使得零售客戶的到貨要求無(wú)法得到最大程度的滿足。并且，很容易導(dǎo)致物流服務(wù)商為追求短期利益最大化而對(duì)公司的形象造成破壞。這種現(xiàn)象表面上看起來對(duì)公司有利，實(shí)際上危害很大。由于物流服務(wù)商本身的有限資源，和各方面社會(huì)因素的影響，公司還存在很多物流管理方面的問題目前無(wú)法解決。 首先，大大降低了物流成本。 （四） 物流外包的目標(biāo)和總體原則 ： （ 1）解決目前存在的倉(cāng)庫(kù)建設(shè)成本高，倉(cāng)庫(kù)面積大，倉(cāng)庫(kù)庫(kù)區(qū)安排不合理致使倉(cāng)庫(kù)利用率低，管理費(fèi)用高且倉(cāng)庫(kù)貨損貨差現(xiàn)象嚴(yán)重。這些合作伙伴是幫助公司或者營(yíng)業(yè)所配送小型超市、雜賣店和零售點(diǎn)。根據(jù)第 10 頁(yè) 共 25 頁(yè) 實(shí)際的庫(kù)存情況給予訂貨計(jì)劃。絕大多數(shù)采用配送中心的運(yùn)作模式，為的是更好的將固定成本轉(zhuǎn)化成變動(dòng)成本。而公司的物流管理已經(jīng)成為公司發(fā)展的瓶頸，公司選擇物流外包策略勢(shì)在必行。 自營(yíng)物流需要投入大量資金，資金緊張一直以來就是絕大多數(shù)企業(yè)存在的普遍問題?？煽诳?