【正文】 requent pick–ups and deliveries, whereas in–house transportation cannot. Other reasons are as follows:第三方物流增長(zhǎng)十分迅速。成本降低和對(duì)更好更便宜的服務(wù)的需求是增長(zhǎng)背后的動(dòng)力。第三方物流提供商能夠?qū)?lái)自幾家企業(yè)的業(yè)務(wù)進(jìn)行整合，并能提供頻繁的提貨和交貨，而企業(yè)內(nèi)部運(yùn)輸無(wú)法做到。（第三方物流發(fā)展的）其它原因如下：* The pany does not specialize in logistics。* 企業(yè)并不專(zhuān)長(zhǎng)于物流* The pany does not have sufficient resources。* 企業(yè)自身沒(méi)有足夠的物流資源* Eager to implement better logistics operation or does not have time to develop the required capabilities in–house。* 對(duì)實(shí)施更好的物流運(yùn)作的期盼，或沒(méi)有時(shí)間開(kāi)發(fā)內(nèi)部物流所需要的能力* The pany is venturing into a new business with totally different logistics requirements。* 企業(yè)正投資一項(xiàng)新領(lǐng)域，該領(lǐng)域有著不同的物流需求* Merger or acquisition may make outsourcing logistics operations more attractive than to integrate logistics operations.* 外包物流運(yùn)營(yíng)可能比整合物流運(yùn)營(yíng)更加有吸引力 Logistics 全球物流Developed countries often deal with globalization in two ways: to be more cost petitive with third world countries, and to look for new partners in other countries to manufacture ponents, subassemblies and even the final products. The second approach forces most developed countries to get into a new area called “ global logistics”.發(fā)達(dá)國(guó)家常在兩個(gè)方面實(shí)施全球化:在第三世界國(guó)家謀求更大的成本優(yōu)勢(shì),以及在其他國(guó)家尋找新的合作伙伴生產(chǎn)零配件、半成品甚至制成品。這第二個(gè)方面迫使發(fā)達(dá)國(guó)家不得不進(jìn)入一個(gè)叫做“全球物流”的新領(lǐng)域。Benefits of global operations include cheap raw materials and end products, lower labor cost, better quality, increased internal petition and better customer service. Some of the disadvantages are unreliable delivery, poor munication and longer time from design to finish production. Challenges are often cultural and linguistic differences, legal requirements, logistics suppliers or manufacturers, exchange rates.全球經(jīng)營(yíng)的利益包括(獲得)廉價(jià)的原材料和終端產(chǎn)品,降低的勞動(dòng)成本,更好的質(zhì)量,提升國(guó)際競(jìng)爭(zhēng)力以及更好的客戶(hù)服務(wù)。其缺點(diǎn)主要是交貨的不可靠性,艱難的溝通以及從產(chǎn)品的設(shè)計(jì)到產(chǎn)品的生產(chǎn)完成需要更長(zhǎng)的時(shí)間。面臨的挑戰(zhàn)經(jīng)常來(lái)自于文化和語(yǔ)言的差異,法律要求,物流支持,尋求合適的全球供應(yīng)商或生產(chǎn)商,外匯匯率等。There are three major flows involved in global logistics: material flow, document flow and cash flow.全球物流涉及到三種流轉(zhuǎn):物料流轉(zhuǎn),單據(jù)流轉(zhuǎn)和資金流轉(zhuǎn)。 into the Future 物流走向未來(lái)Logistics is changing at a rapid and acceleration rate. There are two reasons are its rapid growth: 物流正以高速改變著。其高速增長(zhǎng)原因有二:Firstly, pressure to change by the development of the system itself第一,因自身系統(tǒng)的發(fā)展而被迫變革(1) High–speed puting and data transmission can instantly transmit and react to user demand(1)高速計(jì)算機(jī)系統(tǒng)和數(shù)據(jù)交換系統(tǒng)能持續(xù)地對(duì)用戶(hù)需求實(shí)行流轉(zhuǎn)和操作(2) More flexible and accurate logistic planning and control through puters and data processing (2)通過(guò)計(jì)算機(jī)和數(shù)據(jù)加工能實(shí)現(xiàn)更加靈活的精確的物流計(jì)劃和管理(3) Flexible puter facilities help problem solving and increase decisions accuracy(3)柔性計(jì)算機(jī)設(shè)施有助于問(wèn)題的解決和提高決策的精確度(4) Awareness of total cost measurement and management accounting(4)對(duì)整體成本衡量和財(cái)務(wù)管理的清醒認(rèn)識(shí)Secondly, pressures for changes from the wider economy.第二,來(lái)自范圍經(jīng)濟(jì)變革的壓力。(1) Be flexible in handling markets of different sizes for better petition(1)為了謀求更大競(jìng)爭(zhēng)力,對(duì)于不同規(guī)模市場(chǎng)的處理需要有靈活性(2) There is increasing specialization in markets and growth in retailing.(2)市場(chǎng)規(guī)格和零售增長(zhǎng)的大幅度提升(3) Life cycles for products are shortening. Logistics systems need to be more efficient, faster and more flexible(3) 產(chǎn)品的生產(chǎn)周期縮短。物流系統(tǒng)就要更高效、更快、更靈活(4) Move from mass production towards flexible manufacturing system( FMS). These systems enable a pany to switch production quickly from one product to another(4) 從規(guī)模生產(chǎn)轉(zhuǎn)向柔性生產(chǎn)系統(tǒng)(FMS) 。這些系統(tǒng)能使企業(yè)從一種產(chǎn)品的生產(chǎn)迅速轉(zhuǎn)向另一種產(chǎn)品的生產(chǎn)(5) Competitive pressures lead to more efforts to improve customer service.(5)競(jìng)爭(zhēng)的壓力導(dǎo)致企業(yè)更加努力地提高客戶(hù)服務(wù)水平。 process of logistical integration can be divided into four stages:物流整合的過(guò)程可分為四個(gè)階段:Stage 1. Began in the early 1960s in the USA and involved the integration of all activities associated with distribution. Separate distribution departments were to coordinate the management of all processes within physical distribution management( PDM).第一階段:開(kāi)始于0世紀(jì)60年代的美國(guó),涉及到所有相關(guān)的配送活動(dòng)的整合。分離的經(jīng)銷(xiāo)部門(mén)得協(xié)調(diào)與貨物配送管理(PDM)相關(guān)的所有過(guò)程的管理。Stage 2. PDM was applied to the inbound movement of materials, ponents, and subassemblies, generally known as “ materials management”. By the late 1970s, many firms had established “ logistics department” with overall responsibility for the movement, storage, and handling of products upstream and downstream of the production operation.第二階段:PDM應(yīng)用于物流、部件和半成品的往返流轉(zhuǎn)活動(dòng),通常稱(chēng)之為“物料管理”。至20世紀(jì)70年代晚期,很多企業(yè)業(yè)已建立了“物流部門(mén)”以全權(quán)負(fù)責(zé)與生產(chǎn)運(yùn)作相關(guān)的上游和下游產(chǎn)品的搬運(yùn)、倉(cāng)儲(chǔ)和裝卸等。Stage 3. Logistics plays an important coordinating role, as it interfaces with most other functions. With the emergence of business process re–engineering( BPR) in the early 1990s, the relationship between logistics and related functions was redefined. “ System integration” occurred. Cross–functional integration should achieve greater results.第三階段:因其成為面對(duì)眾多功能的接口,物流承擔(dān)起重要的協(xié)調(diào)作用。隨著20世紀(jì)90年代早期業(yè)務(wù)流程再造(BPR)的出現(xiàn),物流及其相關(guān)功能的關(guān)系被重新定義。“系統(tǒng)整合”開(kāi)始出現(xiàn)。功能交叉整合應(yīng)該大幅度實(shí)現(xiàn).24 / 24