【導讀】要想在競爭中取勝，企業(yè)就不得不投入更多的時間和精力專注于自身擅長的。領域，并開始關注與其它企業(yè)的合作與聯(lián)系。物流外包作為一種充分利用有限資源、降低成本、提高企業(yè)核心競爭力的戰(zhàn)略模式，正逐漸為企業(yè)所接受，并成為一種潮流。艱，如企業(yè)失去控制能力，物流服務質量降低，雙方獲得信息不對稱等等。業(yè)實際經營需要的微觀視角出發(fā)，深入研究了現(xiàn)階段我國企業(yè)物流外包存在的問題，對問題的原因提出了解決問題的對策和建議。

　　

【正文】 will not often bee key business of enterprises, and the outside outstanding logistics service provider undertakes the logistics business, can be while meeting enterprise39。s logistics39。 needs, do not take up the resources of enterprises too much, is conducive to SMEs to devote more financial, human and material resources to focus to product development and production process, make limited resources get the rational disposition in different links, thus improve enterprise39。s petitiveness. B. Conducive to SMEs to Reduce Costs In the fierce market petition, lower costs, it is the firstselected goal that enterprises pursue to raise profits. In the cost positions of SMEs, the cost of logistics usually occupies larger proportion. Because the service provider of the logistics has modernized logistics technology, information management system, good transport work and experienced professional logistics technical staff, so, pared with enterprise selflogistics, the service provider of the logistics is more experienced and more professional in anizing the logistics activities of enterprises. Enterprises transfer relevant logistics business to service providers of the logistics to operate, give full play to their advantages of specialized logistics operation management, make enterprises only need to pay lower variable cost, thus reduced the overall operation costs of enterprises. C. Conducive to Improving Customer Satisfaction In mature markets, consumers39。 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 order form, finish the delivery of the products as soon as possible。 Can utilize modernized 吉林農業(yè)大學發(fā)展學院 畢業(yè)論文 第 22 頁 共 28頁 logistics technology of the service provider of the logistics to strengthen the control to the products in transit, can find and deal with problems arising in the distribution process in time, do the best to guarantee the products are sent to customer39。s hands safely, fulfill the mitments to customer, thus improve the 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。t reach the optimum state. 3) Disclosure of Commercial Secrets: The credit mechanism of our country is still not plete, make both sides of the logistics business also have a credit problem in cooperating. The service provider of the logistics will understand a lot of management information inside enterprises directly or indirectly while offering the logistics service。 On the other hand, much information of enterprises is offered through the service provider of the logistics too. The information is all enterprise39。s important mercial secrets. B. The Risk of Management of Logistics Outsourcing 1) Human Resource Risk: Implement logistics outsourcing, bine the original department of enterprises in order to realize the new business procedure, perhaps the workers of the relevant departments of enterprises will be anxious to lose the job from this, thus lost confidence in enterprise, lose motive force of working hard, make the achievement of the work drop, influence enterprise39。s normal production and operating activities。 Meanwhile, implementing logistics outsourcing will let some outstanding logistics talents inside enterprises not think enterprises paid attention to the logistics and left enterprises, but for dealing with the problem of the enterprise logistics outsourcing, logistics talents39。 opinion is often more professional than that of enterprise39。s head. If enterprises lack the logistics managerial talent with experienced and strategic eyes, success of logistics outsourcing will not be known where to begin. 2) Unreasonable Logistics Outsourcing Contracts: Tight and rational outsourcing contract is logistics outsourcing successful beginning. Once both sides dispute in logistics outsourcing activity, the contract can restrain both sides. However, SMEs have inadequate experience to logistics business, while involving logistics outsourcing business technical indicator in the course of negotiating, enterprises are 吉林農業(yè)大學發(fā)展學院 畢業(yè)論文 第 23 頁 共 28頁 often in the passive position. 3) Lose sight of the phased evaluation of logistics outsourcing: When logistics outsourcing business is going on or when the contract expires, the quality of the service of the service provider of the logistics, SMEs did not go to review and appraise phasedly, screen carelessly as to all kinds of information, result in accumulating and enlarging the risk of logistics outsourcing, can39。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