第三方物流系统的战略：一个案例分析用蓝色海洋战略【外文翻译】.doc

1、 外文翻译 原文 A strategy for third-party logistics systems: A case analysis using the blue ocean strategy Material Source: The International Journal of Management Science. Author: Changsu Kim， Kyung Hoon Yang， Jaekyung Kim Historically, a dominant business strategy has been competition among companies ba

2、sed on how to gain the largest share of market space. However, intense competition has caused industry to be oversupplied, and increased market share does not always lead to increases in profit. Under the circumstances, a fast follower strategy is hardly effective, and a new growth engine is seldom

3、found. The Blue Ocean strategy is “a consistent pattern of strategic thinking behind the creation of new markets and industries where demand is created rather than fought for and the rule of competition is irrelevant”. Therefore, the Blue Ocean strategy provides companies with guidelines on how to e

4、scape from intense competition over the same market spacewhere there are limited customers with an increasing number of competitorsby creating a new market space where there is less competition if any. Systematic and efficient logistics service has become one of the core support services of e-busine

5、sses, and many innovative strategies have been proposed. Globally expanding Internet and e-businesses have brought new business models with less distribution layers resulting in customer-based logistics, Internet-based logistics, logistics for small-batch production, and zero-inventory logistics. Co

6、mpanies who operated their own logistics network began to outsource part or all of their logistics function to the 3PL companies who provided expertise in solutions of logistic systems, transportation, warehousing, freight consolidation, distribution, inventory management, and logistics information

7、systems. Although 3PL itself is a relatively new business model, several researchers have proposed newer business models for 3PL, such as the reverse logistics model and grid computing technology service. CJ-Global Logistics Service (CJ-GLS) is a latecomer in the Korean logistics industry, but it en

8、tered into the 3PL industry from the start and has the largest client bases in the market. The success of CJ-GLS comes from its market analysis capability, accurate customer requirement analysis, and the constructing capability of its logistics information systems (LIS). Ranked fourth in the Korean

9、logistics industry, CJ-GLS successfully completed the development of ubiquitous LIS based on radio frequency identification (RFID) under the cooperation of ten systems development companies and research teams at three universities in South Korea. By applying the Blue Ocean strategy to analyze CJ-GLS

10、s business model, this paper provides valuable information on how a company reinforces its competitive advantage from the Red Ocean while it moves toward the Blue Ocean strategy by utilizing information technologies. For this case study, we interviewed the chief executive officer, chief information

11、officer, CJ-GLS logistics strategy research manager, the team manager of the information strategy team, and several line workers in both July and September 2005. The structure of this paper is as follows. In the following section, we describe the case company, including an explanation of CJ-GLSs inf

12、ormation systems and its evolving path to e-business and m-business supporting LIS. In section three, CJ-GLSs ubiquitous-oriented 3PL LIS, with its fundamental technology, RFID, is explained. Furthermore, we project the forthcoming new business model based on the ubiquitous-oriented 3PL LIS. In the

13、fourth section, we introduce the framework of the analysis, the Blue Ocean strategy, and analyze the case using this framework. Problems and success factors found throughout the implementation of the ubiquitous-oriented 3PL LIS are stated. Finally, we summarize the CJ-GLSs strategic path and its cap

14、abilities in creating an uncontested Blue Ocean with its superb business processes and supporting technological capabilities. Starting its business as a subsidiary of Samsung Corporation in 1988, CJ-GLS adopted a cross-docking system in South Korea for the first time in its industry in 1991, built L

15、IS in 1994, and introduced coastal shipping logistics in 1996. In 1998, the logistics systems and technology subsidiary unit of Samsung Corp. renamed itself CJ-GLS and launched its separation with an initial public offering of stock issued in 1998. The core business units of CJ-GLS are 3PL service a

16、nd domestic and international small parcel services, which are all based on corporate clients. 3PL service, the largest portion of its business, executes the logistics support for client companies and includes freight consolidation, distribution, transportation, warehousing, product marking, labelin

17、g, packing, and order management. Clients of CJ-GLS are twofold: the first group are companies who have their own logistic systems but utilize CJ-GLSs superb 3PL and international small parcel service capabilities, and the second group are startups without their own logistics systems who utilize 3PL

18、 service for B2B logistics service and small parcel services for B2C (Business to Consumer) logistics. Clients are composed of 220 companies from a variety of industries, including pharmaceutical, food, chemical, and e-marketplaces. Some of the international clients of CJ-GLS include Sony, National

19、Panasonic, Lego, Nestle, and Osram Sylvania. Table 1 shows the growth of CJ-GLSs revenue. It increased from $138.6 million in 2000 to $378 million in 2004, which placed CJ-GLS in the top rank in 3PL service and the fourth rank in small parcel service. Fig. 1 and Table 2 show Koreas market. Further s

20、ophisticated physical space utilization distinguishes the logistics industry from the manufacturing industry, where business operations are executed mainly in headquarters and manufacturing facilities. However, logistics operations are executed in a multidimensional physical space comprised of headq

21、uarters, warehouses, carriers, and clients. As the mobility of operation execution becomes an important factor in logistics services, LIS in CJ-GLS has evolved from e-business supporting LIS, to m-business supporting LIS, to the ubiquitous computing-oriented LIS. Fig. 2 shows the progress of CJ-GLS

22、LIS development. CJ-GLS learned a lesson from the failures of other Korean logistics service providers who adapted foreign solutions without thorough fit tests between their business processes and the system. To avoid such mistakes, CJ-GLS followed an in-house development approach for their informat

23、ion systems through its sister company, CJ Systems. The effort to understand field operations reduced the erroneous design causing conflicts between the actual business processes and the information flow, thus leading to an improved quality of IS. Stemming from knowledge of LIS development, CJGLS ev

24、en commercialized the NELS-Series (a Korean logistics operations solution) and provided consulting services on LIS design and implementation. From its early stage of market entrance, CJ-GLS concentrated on its resources and capabilities in order to increase its competencies in 3PL industry by buildi

25、ng business operation systems targeted to 3PL processes. These are composed of order management systems (OMS), warehouse management systems (WMS), and transport management systems (TMS). OMS is constructed based on the business process regarding clients order management, such as assigning and placin

26、g orders into appropriate subsystems. Its main functions are order receipt, order tracking, performance analysis, and the generation of ad hoc reports. Ordered materials are shipped from warehouses and delivered to the clients agents or distribution centers. Linked to OMS and TMS, the main function

27、of WMS is inventory management through tracking the movements of products, the storing of materials within a warehouse, sharing accurate inventory information with the clients, and directing the movement of goods based on urgency for space, equipment, inventory, and personnel. TMS is connected to an

28、d shares information with WMS and OMS for accurate delivery of ordered materials. The main function of TMS is invoice management, freight tracking, and dispatch management. Upon these three information systems, CJ-GLS implemented new e-business support features focusing on increasing business effici

29、ency, reducing business process time, and improving ease of use. First, the storefront, a web-based user interface, was developed to allow clients and other IS users to access the system through the Internet. Delivery routing systems powered by artificial intelligence-supported technology were added

30、 to TMS for safe and on time delivery. OMS is connected to the finance and accounting modules of SAPs enterprise resource planning systems. Data generated from WMS and TMS are analyzed with a data mining technology and applied to customer relationship management (CRM) systems for managing uncertaint

31、ies such as preorder forecasts and delivery routing adjustments. Although the mobilization of OMS and TMS improved the efficiency of order- and freight-related business processes, the data managed through WMS are less developed as manageable information despite the relatively narrow scope of coverag

32、e compared to order management and transport management within all of LIS. The major automation of warehouse management processes is based on a bar code system where warehouse operators check inventories using the bar code readers one by one and information from the readers is sent to WMS. The ineff

33、iciency of the bar code-based WMS comes from reading errors, such as redundant or omitted readings, and higher payroll costs for the operators. To improve the warehouse business process and maximize efficiency and synergy from the integration of three LIS subsystems, the information strategy team re

34、engineered the business processes beginning with the inventory in warehouse operations. Their analysis recommended a development and application of RFID technology, which enables automated total management by unifying the information on inventory, storage, and delivery into an attachable RFID chip.

35、Although the mobilization of TMS increases customer satisfaction and efficiency, its coverage is limited to a part of the entire 3PL business process, resulting in low productivity gains as it is solely mobile technology utilization instead of an enterprise-wide business strategy promotion. To conti

36、nue along a strategic path, there was a pressing demand for an ubiquitous-oriented 3PL system and new technological innovation. The core technology necessary to accomplish promoting the strategy for an ubiquitous computing 3PL system is RFID technology, which remotely recognizes large volumes of inv

37、entory and manages inventory information. A collaborative business model was developed to harmonize and coordinate all the business processes. The RFID-based ubiquitous 3PL system was promoted to apply a collaborative business model into the field operation of warehouses and distribution centers. 译文

38、 第三方物流系统的战略：一个案例分析用蓝色海洋战略 资料来源 : 管理科学 国际 学 报 作者： Changsu Kim, Kyung Hoon Yang, Jaekyung Kim 历史上，一个占主导地位的经营策略已经变成了 以如何获得份额的市场空间的企业间的竞争。 然而，激烈的竞争已经 造成产业过剩，并增加 了市场份额但不一定会增加 利润。 在这种情况下，一个快速跟进战略 几乎是没有效的，一个新的增长能量很少发现。蓝色海洋战略是 “一种 统一的战略思维模式，创立于新的市场和行业需求之后而不是争取，和竞争规则无关。因此，蓝色海洋提供准则给公司就如何摆脱 在同一个竞争激烈的市场空间 ，面对 有

39、限的客户与越来越多竞争对手，通过创造一个新的假设可以减少竞争的市场空间。 系统有效 的 物流服务已经变成一种电子商务的核心支持服务，和许多创新的战略被提出。全球网络和电子商务的扩大带来了新的商业模式 ，同时 伴随着更少的分布形成了以消费者为基础的物流 ，以互联网为基础的物流，小批量生产的物流，以及零库存的物流。那些经营自己物流网络的公司开始部分外包或者将他们所有的物流功能外包给第三方物流企业，即那些提供专业技术来解决物流系统、运输、仓储、货运整理、分布、库存管理和物流信息系统。尽管第三方物流企业它本身是一种相对较新的商业模式，但是一些研究者已经提出新的商业模式给第三方物流企业，例如逆向物流模式

40、和网格计算技术服务。 全球物流服务终端 在韩国的物流行业 是一个迟到者 ，它进入第三方物流业的起点 低，但 现在拥有市场上最大的客户基数。全球物流服务终端的成功来自于它的 市场分析能力，准确的客户需求分析和物流信息系统的能力建设。排名韩国物流业第四的，全球物流服务终端成功地完成开发土地物流信息系统的基础是无线电频率识别，建立在十个系统开发公司和朝鲜的三所大学的研究小组的合作。 通过应用蓝色海洋战略来分析全球物流服务终端的商业模式，这篇文章提供了有价值的信息有关一个公司如何加强它的竞争力优越于红色海洋战略，同时它朝蓝色海洋战略移动是通过利用信息技术。在这个案例研究中，我们采访了首席执行官，首席信

41、息官，全球物流服务终端的物流战略研究经历，信息战略团队的团队管理者以及一些线路工人在 2005 年的 9 月和 7 月。 本文的结构如下。在下面的部分，我们描述这个全球物流服务终端的案例公司，包括全球物流服务的信息说明和它进化到支持物流信息系统的电子商务和移动商务的道路。在第三方面，全球物流服务终端在面向第三方物流信息系统时，其根本技术 RFID 技术被进行了解释。此外，我们计划推出新的商务模式以面向第三方物流信息系统为基础。在第四部分中，我们介绍了分析的框架，蓝色海洋战略，并分析了使用这一框架的案例。问题和成功因素通过实行第三方物流信息系统得以陈述。最后，我们总结了全球物流服务终端的战略途径

42、，和创造了蓝 色海洋这一个无争议的能力并以其精湛的业务流程和支持技术能力。 作为三星公司子公司从 1988 开始营运，全球物流服务终端在 1991 年南韩国第一次在它的行业内采取了交叉运输系统， 1994 年建立物流信息系统，以及介绍了 1996 年的沿海航行物流。在 1998 年，这个物流系统和三星公司子公司的技术部门重命名为全球物流服务终端和开始他的分离随着首次公开发行上市的股票于 1998 年。 全球物流服务终端的核心业务是第三方物流的服务和国内外小包裹服务即那些基于公司客户的服务。第三方物流服务，最大的业务领域，给客户公司执行物流支持和 包含货运整理、分销、运输、仓储、产品标识、贴标、

43、包装和订单管理。 全球物流服务终端的客户是有两方面的，第一组公司它们有自己的物流系统，但是利用全球物流服务终端的第三方物流和国际小包裹服务的能力，同时第二组是初创自己公司没有自己的物流系统即那些利用第三方物流做 B2B物流服务和小包裹服务做 B2C 物流。客户是有 220 公司从不同行业里面挑选出来组成的，包括医药，餐饮，化工，电子市场。一些全球物流服务终端的国际客户包括，索尼，松下，乐高，雀巢和欧司朗。表 1 展示了全球物流服务终端收入的增长。它从 2001 年的 138.6 亿美元增加到 2004 年的 378 亿美元，这排在全球物流服务终端的最高位置在第三方物流服务和小包裹服务的第四。

44、复杂的物 理空间利用率把物流行业从制造业里面区分出来，那里商业运作最主要 的 履行在总部和制造设施。但是，物流作业执行的是一个多维的物理空间，由总部，仓库，运输和客户 组成的。由于在物流服务中，流动性的运作执行成为了一个重要的因素，所以物流信息系统在全球物流服务终端不断进化，从电子商务支持物流信息系统到移动商务支持物流信息系统，到普便存在的面向计算机服务的物流信息系统。图标 2 展示了全球物流服务终端的物流信息系统的进化过程。 全球物流服务终端从韩国的其他物流服务者的失败中吸取教训，那些适应国外的解决方案没通过测试在业务流程和系统之间。为了避免这样的错误，全球物流服务终端奉行内部独立开发以获取

45、他们的信息系统通过其姊妹公司，终端系统。努力去理解领域的业务可以减少错误的设计引起实 际业务流程和信息流动之间的冲突，从而导致信息系统质量上的改进。源于知识的发展，全球物流服务终端甚至使尼尔系列商业化和提供关于物流信息系统的设计和实施的解决服务。 从市场进入的早期阶段，物流信息系统终端以其资源和能力集中在以增加第三方物流业的建设的能力企业向第三方物流运作系统，有针对性的过程。这是由订单管理系统，仓库管理系统，以及运输管理系统组成的。 订单管理系统是构建根据客户的业务流程记录客户订单管理，如分配和放置订单到适当的子系统。其主要职能有订单接收，订单跟踪，性能分析，和临时报告的产生。整齐的材料从仓

46、库到递送，到客户代理商或分销中心。相比于订单管理系统和运输管理系统，仓库管理系统的主要功能是库存管理通过跟踪产品的变动情况，材料储存在一个仓库，与客户分享准确的库存信息，和在紧迫性空间，设备，存货，人员的基础上指导货物的流动。该运输管理系统的功能是发票管理，货运跟踪和调度管理。 根据这三种信息系统，全球物流服务终端实施新的电子商务支持特征集中在增加商业效益，减少商业流程时间，和改善别的用途。首先，这个店面以网页为基础的表面被发展用来允许客户和其他信息系统使用者进入到这个系统通过网络。交货交叉系统借助人工的智 力支持技术产生动力被添加到运输管理系统为了安全和准时交货。订单管理系统连接到财务和会计

47、模块的企业资源计划系统。来自仓库管理系统和运输管理系统被一个数据挖掘技术分析及应用到客户关系管理系统的管理，例如预测分析与交货交叉调整。 虽然订单管理系统和运输管理系统动员秩序和货运相关业务效率流程的改进，但是通过仓库管理的数据已经更不成熟的作为易管理的信息，不管相对窄的覆盖范围，比订单管理和运输管理系统内的所有物流信息系统。仓库管理的主要自动化进程基于条形码系统，其中一个仓库检查经营者，从读者的信息清单使用条形码发送到仓 库管理系统。该条码的仓库管理系统的低效率来自阅读错误，如重复或遗漏地读取，和较高的运营成本。为了提高仓库的业务流程和效率最大化和协同三个物流信息系统子系统的集成，信息战略小

48、组重新设计业务流程以仓库运营的库存为开始。他们的分析建议无线射频识别技术的发展和应用，使自动化的全面管理通过统一的库存，存储信息，并输送到一个附加的无线射频识别芯片。 虽然运输管理系统的调动能提高客户的动员满意度和效率，但其覆盖面限制在整个第三方物流业务流程的一部分，从而导致它的低生产率是因为它独特的移动技术的利用而不是一个企业 广泛的业务战略推广。为了延续战略路径，有一个面向第三方物流系统和新的技术创新。要实现这一战略处理第三方物流信息系统的核心技术是无线射频识别技术，其中远程识别大量的库存和管理库存信息。一个协作的商业模式是统一和协调发展所有的业务流程。基于无线射频识别的无处不在的第三方物流系统晋升为应用协作进入该领域的商业模式运作仓库和配送中心。