【導讀】一個微利時代，產(chǎn)品的成本和利潤也變得非常透明化。近年來，飲料行業(yè)處于。飛速發(fā)展時期，我國軟飲料以超過20%的年增長率遞增。隨著經(jīng)濟的發(fā)展和消。費者消費理念的改變，消費者對飲料產(chǎn)品品質及服務質量的要求也越來越高。這對企業(yè)供應鏈管理和分銷系統(tǒng)管理提出了更高的要求。因此，順應目前的市。場環(huán)境集中企業(yè)的有限資源，增強企業(yè)核心競爭力，成為企業(yè)面臨的重要問題。高核心競爭力，降低經(jīng)營成本和提高服務質量。而物流外包的核心概念是以最。并在此基礎上，針對目前存在的問題，提出了建議。到類似物流問題的飲料企業(yè)提供到一定的借鑒作用。

　　

【正文】 ion 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。 broker panies, LP – optimizing transportation services, and LP – software processing programs. These panies may also be divided into two categories, bearing in mind another principle: assetbased panies and nonasset based panies, using outsourcing in their activities. Assetbased panies possess or obtain through lease contracts means of transportation, warehouses, etc. Nonasset based panies conclude contracts with other firms, rendering all or part of the services in the field of physical distribution. Firms providing information services are a variation of nonasset based panies which act as intermediaries in the optimization of pany’s logistics systems and interact with other assetbased panies on a contract basis. According to the requirements of Armstrong and Associates (1999), over 1/3 of the revenue belongs to nonasset based logistics providers, employed in the sphere of rendering valueadded services in the field of warehousing and to the panies optimizing transportation. In addition to the above mentioned general advantages, the use of logistics outsourcing is being extended because of: High quality servicing by the specialized pany。 Growing flexibility of the pany, using outsourcing。 Synergic effect。 Insufficient expertise among employees in the pany, using outsourcing。 Experience in panies, providing logistics services。 Strategic reasons. 附錄 B：外文文獻一翻譯 物流外包 —— 確保一個組織競爭優(yōu)勢的一種手段 物流過程的目的是制定物流的基本規(guī)則 7R 原則：要在正確的時間和正確的地點，以正確的客戶在正確的成本交付正確的產(chǎn)品在正確的數(shù)量與質量。無視上述條件的任何一個，都可能導致客戶的流失。因此，減少了公司的競爭優(yōu)勢，并降低了其市場份額。 第 21 頁 共 25 頁 不同于 傳統(tǒng)的物流方式，表明一體化（技術，技術，信息和經(jīng)濟）的獨立單位在提供供應鏈成一個統(tǒng)一的系統(tǒng)的直接管理，物料流和信息流的目標完成預期的結果，以使時間和資源達到最小損失。 在一個企業(yè)實施最新的物流管理使其降低生產(chǎn)成本，減少庫存，對運送商品的高傾向性，訂單到交付時間減少和質量的提高，擴大生產(chǎn)的靈活性，加速資金周轉。這可以保證較低的生產(chǎn)成本和更好的質量交付，這是一個決定性的競爭優(yōu)勢。 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。這將有助于資源的合理配置，是值得競爭的公司的 獨特優(yōu)勢（技術，訣竅，專用設備，和訓練有素的人員）。這種方法可以被定義為“核心競爭力”。 因此，通用的做法是使用“外包”越來越廣泛。 “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。 使用外包的主要優(yōu)勢在于它是讓組織重點放在其基本活動。 組織可以通過外包其職能或活動，包括從人力資源管理，物流，信息維護，工資處理，甚至生產(chǎn)本身。 據(jù)推測，外包物流服務（第三方物流的物流外包）是作為一個活動傳遞的一部分或全部物流功 能，基本上是從非生產(chǎn)性質，外部物流組織即第三方物流供應商上定義的。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）。他們是在物流領域提供服務的貿(mào)易組織，執(zhí)行單獨的操作或復雜的物流功能（如倉庫庫存，運輸，訂單管理，物流等）及完成客戶組織的物流鏈綜合管理。 企業(yè)可能留下關于外部合作伙伴的所有物流業(yè)務，包括咨詢，執(zhí)行必要的調(diào)查，以及信息的實施系統(tǒng)。這些企業(yè)往往擁有豐富的物流管理經(jīng)驗，以及合理的處置人才和發(fā)達基礎設施（終端或終端網(wǎng)絡，汽車庫，甚至國際運輸代理 ）。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。 第三方物流服務的提供商有五種類型的： LP運營商公司， LP保稅倉營辦商， LP貨運代理及代理公司， LP優(yōu)化運輸服務，和 LP軟件處理程序。 這些公司也可以分為兩類，同時銘記另一個原則：資產(chǎn)型企業(yè)及非資產(chǎn)型企業(yè)，在其活動中都使用外包。 資產(chǎn)型企業(yè)擁有或通過租賃合同取得的交通工具，倉庫等。非資產(chǎn)型企業(yè)與其他公司締結的合同，呈現(xiàn)在實物分配領域的全部或部分服務。提供信息 服務的企業(yè)，是一個非資產(chǎn)基礎的公司，作為中介公司的物流系統(tǒng)的優(yōu)化，及與其他基于資產(chǎn)的公司的互動合同的基礎上的變化。 根據(jù) Armstrongamp。Associates 公司 (1999)的要求，在倉儲領域中的增值服務領域及運輸優(yōu)化的企業(yè)收入超過 1/3，則屬于非資產(chǎn)型物流供應商。 除了上述優(yōu)勢，物流外包的運用正在擴大的原因是： 高品質服務的專業(yè)公司 。 使用外包，增加靈活性的公司； 協(xié)同效應； 沒有足夠的專業(yè)知識在企業(yè)的員工中，使用外包； 公司提供物流服務的經(jīng)驗； 第 22 頁 共 25 頁 戰(zhàn)略原因。 附錄 C：外文文獻原文二 Outsourcing risk MingChih Tsai a,?, Keehung Lai b, Alison E. Lloyd c, HungJu Lin a a Department of Marketing, National Chung Hsing University, Taiwan b Department of Logistics and Maritime Studies, The Hong Kong Polytechnic University, Hong Kong c Department of Management and Marketing, The Hong Kong Polytechnic University, 第 23 頁 共 25 頁 Hong Kong Outsourcing represents a fundamental decision to reject the internalization of an activity ( Gilley and Rasheed, 2020). It is a means to gain access to resources where the firm suffers a shortfall in terms of resources and capabilities ( Verwaal et al., 2020). Outsourcing creates value by different means and extends the firm’s value creation opportunities by supplementing internal resources that are more costly to develop internally ( Barney, 1991). Internal resources are enhanced by external resources ( Verwaal et al., 2020) and these new resource binations create more value ( Dyer and Singh, 1998). A production costbased decision advocates that panies pursue more outsourcing, but increased governance costs for activities such as specification and monitoring of agreements may mean greater cost efficiency if activities were performed inhouse ( Kraut et al., 1999). This quandary is particularly relevant for those panies that tend to face great resource constraints ( Arbaugh, 2020). Empirical evidence points to resource access opportunities as a principle driver of outsourcing decisions even though the outsourcing firm needs to use governance structures that are less efficient ( Verwaal et al., 2020). Successful and longterm oriented outsourcing arrangements depend largely on the BSR ( Webb and Laborde, 2020). Firms are increasingly shifting to a relationshipbased approach to meet challenges posed by the rapidly changing petitive environment ( Lai et al., 2020), and growing product/service plexity ( Harland et al., 2020). Despite the proliferation of collaborative BSRs, they are challenging and present an interesting dilemma。 while they facilitate reduction of risk, they also generate considerable risk because there is the possibility of opportunistic exploitation arising from depen