【正文】 Mahoney, 2001。 Parkhe, 1993). It arises from failure sources including possible defection by a partner, perception of opportunistic behaviors, lack of understanding between partners, conflict risk, nonlearning of petence, loss of core proprietary capabilities and encroachment risk ( Del erue, 2004). On the other hand, performance risk arises due to factors which impact alliance performance such as intensified rivalry, changing government regulations, demand fluctuations, and lack of petence of partner firms ( Das and Teng, 1996).A recent study ( Tsai et al., 2008) unveils three types of risk in logistics outsourcing, namely relationship, asset, and petence risk. These risks are derived using transaction cost theory (TCT) and the resource based view (RBV) of firms ( Tsai et al., 2008). The TCT sheds light on the role of efficient exchange governance through analyzing the functions of firms in organizing economic activities. Nevertheless, the TCT perspective lacks consideration of relationshipbased risk factors in an economic transaction ( Bahli and Rivard, 2003) emphasizing the cost impact without due regard to the effect of interorganizational collaboration ( Zajac and Olsen, 1993). Recognizing that opportunism is a basic assumption of TCT, relational management on human actions can be an important part to determine economic actions and outes. In managing BSR, repeated collaborations need relational mechanisms to foster the continuance of the exchange and entrust parties with mutually agreeable outes. Simply put, organizations that outsource, or are intending to outsource their logistics activities should consider the relationship risk involved in the decision ( Ngwenyama and Bryson, 1999). From a social exchange perspective, relational mechanisms such as trust and mitment are needed to reinforce partner relationships and mitigate the risks arising from unforeseen changes in the logistics chain. Considering that outsourcing can be a strategic choice, the resourcebased view (RBV) of a firm has been used as a theoretical lens to examine outsourcing decisions ( Arnold, 2000。 while they facilitate reduction of risk, they also generate considerable risk because there is the possibility of opportunistic exploitation arising from dependence ( Lai, 2009). Examination of the potential dark side of interorganizational relationships, such as relationship risk, is seldom investigated ( Liu et al., 2008).Risk is defined as possible events whose unfavorable consequences are difficult to accept or are even unacceptable ( Das and Teng, 1996). In BSRs, there are two types of risk, namely relationship risk and performance risk ( Das and Teng, 1996). Relationship risk occurs due to the possibility of relationship failure ( Das and Teng, 1996。使用外包，增加靈活性的公司；協(xié)同效應(yīng)；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(wù)的經(jīng)驗；戰(zhàn)略原因。Associates 公司(1999)的要求，在倉儲領(lǐng)域中的增值服務(wù)領(lǐng)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(yīng)商。提供信息服務(wù)的企業(yè)，是一個非資產(chǎn)基礎(chǔ)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(chǔ)上的變化。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。第三方物流服務(wù)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(wù)，和LP軟件處理程序。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(chǔ)設(shè)施（終端或終端網(wǎng)絡(luò)，汽車庫，甚至國際運輸代理）。他們是在物流領(lǐng)域提供服務(wù)的貿(mào)易組織，執(zhí)行單獨的操作或復(fù)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。據(jù)推測，外包物流服務(wù)（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(zhì)，外部物流組織即第三方物流供應(yīng)商上定義的。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。因此，通用的做法是使用“外包”越來越廣泛。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(shù)，訣竅，專用設(shè)備，和訓(xùn)練有素的人員）。這可以保證較低的生產(chǎn)成本和更好的質(zhì)量交付，這是一個決定性的競爭優(yōu)勢。不同于傳統(tǒng)的物流方式，表明一體化（技術(shù)，技術(shù)，信息和經(jīng)濟）的獨立單位在提供供應(yīng)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(yù)期的結(jié)果，以使時間和資源達到最小損失。無視上述條件的任何一個，都可能導(dǎo)致客戶的流失。 Experience in panies, providing logistics services。 Synergic effect。 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。2008，(1).[25].Clifford F Outsource Supply Chain Management Review[M].New ,2004.[26].李桂艷. 物流外包風(fēng)險的防范策略[J]. 經(jīng)濟與管理,2008,(5).[27].宗濤. 外包關(guān)系對制造企業(yè)物流外包績效的影響[D]. 西安理工大學(xué): 西安理工大學(xué),2009.[28].姚卓順,魯雅萍. 基于企業(yè)物流外包的第三方物流選擇[J]. 科技和產(chǎn)業(yè),2010,(8)[29].袁志鋒. 企業(yè)物流外包與物流企業(yè)博弈探析[J]. 中國市場,2008,(10).[30].程凱媛. 企業(yè)物流業(yè)務(wù)外包中存在的問題及解決方法[J]. 物流科技,2009,(2).[31].楊濤,孫軍偉. 物流外包風(fēng)險管理研究現(xiàn)狀述評[J]. 價值工程,2011,(13).[32].周立軍. 企業(yè)物流外包風(fēng)險分析與控制研究[J]. 物流技術(shù),2010,(21).[33].周湘峰. 生產(chǎn)企業(yè)物流外包決策行為分析[J]. 華東經(jīng)濟管理,2010,(5).[34].懷勁梅,顏慧. 基于供應(yīng)鏈環(huán)境的物流外包風(fēng)險研究[J]. 物流工程與管理,2010,(6).[35]. 陳志. 制造業(yè)物流成本核算及物流外包決策研究[D]. 大連海事大學(xué): 大連海事大學(xué),2007.[36].楊淼,邵魯寧. 淺析物流外包[J]. 上海管理科學(xué),2004,(3).[37].劉永勝，[J].中國流通經(jīng)濟，2008，(11).[38].姚建明，[J].商業(yè)研究，2010，（5）.[39].胡健，[J].計算機工程與應(yīng)用，2008，（35）.[40].[J].科學(xué)與管理，2008，（5）.[41].鄭艷艷，[J].物流技術(shù)，2005，（1）.[42].勾昱，[J].商場現(xiàn)代化，2008，（550）。在將來很長一段時間里，對于各大飲料企業(yè)來說，如何利用自己的優(yōu)勢在實際的工作中更好的挖掘出企業(yè)物流管理中的利潤，發(fā)現(xiàn)更加適合自己企業(yè)的物流外包方案，還需要企業(yè)和第三方物流行業(yè)的不斷努力。但是，企業(yè)需要防止供應(yīng)鏈失控、戰(zhàn)略信息泄漏、第三方物流追求短期利益以及與客戶的關(guān)系被破壞等風(fēng)險。企業(yè)應(yīng)從實際出發(fā)，結(jié)合自身的資源配置情況，合理選擇適合自己的外包模式。綜合考慮了物流成本、服務(wù)質(zhì)量、物流配送效率等因素的基礎(chǔ)上，眾多企業(yè)開始選擇物流外包服務(wù)。結(jié)論隨著中國改革開放以來經(jīng)濟的高速、穩(wěn)定發(fā)展，中國的市場環(huán)境越來越具有吸引力，世界上各大跨國集團紛紛進入中國市場，人們的消費習(xí)慣也隨之改變。只有這樣才能使企業(yè)和第三方物流公司以及客戶之間得以及時的溝通和交流。（七）建立一個滿足內(nèi)外信息交流的交流平臺物流業(yè)的應(yīng)運而生到今天的普及并高速的發(fā)展，離不開信