1、外文翻译 原文 Third-party logistics Material Source: WORD TRADE JULY 2005 Author: Lara L Sowinski Third-party logistics providers are at the top of their game. The demand for their services has never been greater, thanks to ongoing globalization and the need for companies to manage increasingly complex su
2、pply chains. The 3PLs have a lot more to offer too and theyre moving quickly up their customers value chains with services like security consulting and purchase order management. The growth in the 3PL industry mimics that of most industry life cycles, observes Jerry Lev), vice president of marketing
3、 for BAX Global.” When the WL industry started around 1990, we all went after the low hanging fruit. That is, the obvious non-core activities of warehousing, transportation, basic customs clearance activities, transportation management, and documentation.“ Todays 3PLs are much more robust and typica
4、lly play a more significant role than previously, he says. Anymore, the 3PL “really needs to have a cross-functional presence“ inside the customers business.“It used to be their presence was limited to the transportation and logistics department. Now, youre finding 3PLs in purchase order management
5、and supplier management, for example. You need to have a presence in the marketing department, the operations department, and the Finance department if you want to move up the value chain. You have to understand your customers needs and hot buttons. but if you stay just in the transportation and log
6、istics area youre never going to understand those other commercial needs.“ Levy also says its important for 3PLs to have “leading edge systems and Web-based information exchange capabilities.“ He says that in the late 1990s, companies spent a lot of money on software vendors ERP systems and transpor
7、tation modules then expected the 3PL to interface with those systems. However, “Companies spent a lot of money of these systems and they havent gotten the ROI they anticipated. Now, were seeing quite a technology off-load from corporations, manufacturers, and retailers. Theyre saying to the 3PLs, Lo
8、ok, you start providing that information to us. I want to be able to access transportation performance, statistics, supplier compliance, and I want you to be able to do that for me, Web-based, so I can just go into your system and pull that information because were not going to buy software.“ Accord
9、ing to 3PL executives relationships with customers are getting closer, more intimate, and theres plenty of room for expansion. Levy believes relationships have evolved into “real partnerships, especially when it comes to international supply chain management. We have more business critical informati
10、on than weve ever had from our customers. Our customers are willing to open their books more than they ever have, and quite frankly were willing to open our books to those kinds of customers.“ Ken Chay director of marketing strategy for APL Logistics agrees. “Todays 3PL clients are more receptive to
11、 working with 3PLs as strategic partners and not just as tactical cogs in the wheel. As any 3PL worth its salt will tell you, the more you allow your 3PL to work with you al a strategic level, the more successful and productive your relationship will likely be.“ There are also more companies using 3
12、PLs. says Chay. “As recently as ten years ago, do-it-yourself was still the norm. In fact, when Northeastern University conducted one of its first studies on the use of 3PL services in 1991, only 38 percent of respondents indicated they were using 3Pl.s. By contrast, a joint study conducted by North
13、eastern University and Accenture in 2004 showed that number has grown to 80 percent.“ Chay advises that to get the most out of the relationship, companies should take care not to “underestimate or underutilize their 3PL.“ He cites the area of logistics network optimization as one example. “Some comp
14、anies come to a 3Pl. with their geographic needs and service requirements pre-determined. For instance, lets say a company is thinking about opening a new facility in Chicago. Certainly the company will be able to find a 3PL who can provide the required services exactly as requested. But, is it as g
15、ood as it can be? As an alternative, what if the company approached a 3PL with a set of needs, opportunities, and business rules and let the 3PL come back with some alternative solutions? Perhaps theres an even better location or combination of locations that could work, not to mention a different m
16、ix of activities to lay out within those locations, a different way to manage inventory levels and ownership, a different mix of carriers and modes and so on that would eventually yield a more flexible, responsive and efficient supply chain.“ In the meantime, Levy points out a troubling trend, namel
17、y contracts that are only one years duration. When you sign an agreement with a company to manage their global supply chain you have to make a sizeable investment to bring it up to speed (typically 90 to 120 days). The last think you need is another RFP to come out a few months later.“ Rather, compa
18、nies should take the time to really evaluate what price means, he says, “Total supply chain cost takes into account customer satisfaction, agility, and market penetration. You have to decide when evaluation your 3PL what the effect of their offering is on your total supply chain cost versus is the t
19、ransportation Im getting at the lowest possible price?“ Furthermore, companies should look at the 3PLs management tenure, says Levy. “You need stability in your 3PL supplier. Not necessarily the CEO, but the mid-level and lower-level managers at the 3PL that all your people around the world are goin
20、g to have to be working with. For instance, what is the tenure of the 3PLs engineer in Tokyo who is working with your suppliers in putting the operation together? Is this someone who is going to be there for 2 or 3 years, or are they going to be getting a new engineer every 6 months? The people youl
21、l be working with ultimately have to learn your business. Next, what is the 3PLs expertise in your vertical? Are you a pharmaceutical company, yet your 3PL specializes in automotive? Supply chains are different by verticals. Companies also need to think about a 3PLs global coverage.If youre sourcing
22、 from a lot of different countries around the world, this is critical. If your 3PL. only has agents orshake hands partners, Id be concerned. Finally, what is the 3PLs growth philosophy? Is the 3PL looking to grow organically or are they a product of a lot of mergers and acquisitions, which means the
23、yre probably very inwardly focused and trying to get their systems integrated, and so on. Third-party logistics suppliers whose growth philosophy doesnt involve purchasing their expertise or presence are going to offer you a more stable product.“ Not surprisingly, one of the top challenges facing co
24、mpanies is how to handle a progressively more complex global supply chain. “As companies look to source and sell in new markets, their supply chains are extending overseas, most commonly China, but also into India and Eastern Europe. That means a supply chain that is longer, more complex, and potent
25、ially more costly,“ says Chay. “Secondly, as supply chains move beyond U.S. borders into emerging markets, these companies are finding they lack the local expertise in finding and managing vendors, dealing with customs, and with securing reliable transportation partners to get their goods from the f
26、actory floor ail the way to the retail store.“ “Third, the cargo security initiatives implemented post-September 11 have added a layer of compliance, documentation, and cargo verification requirements, making supply chain management more complex,“ adds Chay. Levy has experienced similar developments
27、.“One of the biggest questions on customers minds is, How can we he sure were compliant?“ says Levy, who has seen a growing need for security support or consulting, especially as companies encounter differing rules and regulations overseas. BAX Global is a participant in Customs and Border Patrols C
28、-TPAT(Customs-Trade Partnership Against Terrorism) program, and may have been one of the first in the 3PL industry to become certified. “We have a lot of high-tech customers turning to us for guidance on CTPAT,“ he says, adding that it will likely be just one of a number of programs that companies w
29、ill eventually be required to participate in. Another challenge for customers, says Chay, is the export boom from China has led to significant congestion on the global transportation infrastructure, impacting all modes of transport that carry the goods, be it ocean or air, truck or rail, internation
30、al or domestic. Our customers are asking us to help them design and manage supply chains that are fluid and flexible. That way, they can better respond to transportation bottlenecks and changing market conditions.“ As a final word of advice, Chay says, “When approaching the subject of logistics outs
31、ourcing, its easy to fall into the trap of assuming all companies needs are similar, when in fact the value that a 3PL can bring to the table varies dramatically by industry, global region, product lint, and individual company. More importantly, the value a 3PL brings can depend largely on an indivi
32、dual companys approach to outsourcing. The burning question isnt, What can your 3PL do for you? its What are you willing to let your 3PL do for you? In other words, are you willing to give your 3PL more of a partnership role or do you want it to be just an order-taker? Are you willing to let your 3P
33、L be an innovator in the big picture and day-to-day? Or, have you already decided the innovation is the exclusive province of your internal operations? And, how much of a 3PLs potential plan and advice are you willing to consider? Bear in mind that supply chain management is highly interdependent, w
34、here the sum of the parts can be greater than the whole.“ 译文 资料来源 :WORD TRADE JULY 2005 作者 ： Lara L Sowinski 第三方物流供应商正处在其巅峰。由于正在进行的经济全球化，以及公司对管理日益复杂的供应链的需要，对第三方物流服务的需求才会有如此的巨大。第三方物流有许多可以提供，并且他们正快速提高客户增值服务，如安全咨询和采购订单管理。 第三方物流业的发展正在模仿大部分产业的生命周期， Jerry Levy（ BAX 全球公司 市场营销的副总裁）评论，第三方物流业开始于大约二十世纪九十年代，大都处
35、在最底层，也就是说，没有仓储运输的核心活动，基本通关的活动，运输管理和单据制作。”而现在的第三方物流正扮演着一个重要的角色比以前更健全富有活力和代表性，他说。于是，第三方物流真正需要有一个跨职能的存在内部客户的业务。这曾经是限制他们的运输和物流部门的发展，现在你发现第三方物流有采购订单管理和供应商管理。例如，如果你想提高增值链，就需要有一个市场营销部，业务部和财务部，同时你必须了解你的客户的需求和热点，而不是仅仅停留在运输和物流方面从不打 算去了解其他商业需求。 Levy 还表示，第三方物流有前沿系统和基于 Web 的信息交换能力是非常重要。他说在 90 年代末，公司花了很多资金对软件厂商的
36、ERP 系统和运输模块，期望第三方物流与这些系统接合。然而，公司花了很多资金在这些系统上 ,但是他们没有得到他们所预期的投资回报率。现在我们看到不少技术卸下来自企业，制造商和零售商，他们要求第三方物流提供这些信息给他们。希望能进入运输系统，能提供统计数据，供应商需求，还希望提供更多基于 Web 的信息，可以进入系统进行共享信息，因此就不用购买软件。 依据第三方物流的执行 ,客 户关系将变的更加的紧密 ,更加的亲密 ,并且有充足的空间来扩大。 Levy 认为关系已经演变为“真正的伙伴关系，特别是当涉及到全球供应链管理。我们需要从客户那得到更多的重要业务信息，促进客户比以往更多的需求，我们将彻底地
37、坦率地为这些客户提供他们的需求。” Ken Chay（ APL 物流营销战略总监）表示赞同，“现在的第三方物流客户更容易接受与第三方物流作为战略合作伙伴而不仅仅是利益上无足轻重的成员。正如任何一个称职的第三方物流会告诉你，你更多的允许第三方物流参与战略水平 ,你们的关系将会更成功和富有成效，以有更多的公司 使用第三方物流。 Chay 说，“就在十年前，自己做自己的事是很正常的。事实上，东北大学在 1991 年首次研究使用第三方物流服务，只有 38%的受访者表示他们正在使用第三方物流。相比之下，在 2004 年东北大学和埃森哲联合所进行的研究表明这个数目已增加到百分之八十。 Chay 建议为了获
38、得最大的合作关系，公司应该注意不要低估或不充分利用第三方物流。他列举了物流区域网络优化的一个例子，一些公司继承了第三方物流，通过利用地理信息和服务需求来预先确定客户需求。例如，一个公司正打算开拓一个新的机构在芝加哥。当然，该公司将能够找 到一个能够严格按照要求提供所需的服务的第三方物流。但是，这样是否好？作为替代方案，如果该公司有接触第三方物流的需求，机会，业务规则，让第三方物流回来作为替代方案。这样就有一个甚至更好的位置或组合地点可以工作，以不同活动奠定不同组合 ,以不同的方式管理库存水平和所有权，以不同的运营商和组合模式等最终产生一个更灵活，反应良好，有效供应链。 同时 ,Levy 指出一
39、个困难的趋势，即合同的期限只有一年，当与一家公司达成的协议来管理其全球供应链时你必须做出相当大的投资，使其达到加快（一般90 到 120 天）。最后你需要在几个月之后就有快速充盈期的到来。相反，如果公司采用第三方物流，只要花时间来考虑和评估价格的方式。总供应链成本须考虑到客户满意度，灵敏度和市场渗透。但是你只要决定何时怎样评价第三方物流在整个供应链成本的比较中所产生的影响，是否在运输方面得到了尽可能低的价格。 再者公司应该看看第三方物流的管理权， Levy 说，你需要保持第三方物流供应商的稳定。没有必要雇佣 CEO，只要让在第三方物流中中层的和低层的世界各地的管理者都能参与。举例来说，在东京的
40、第三方物流工程师是你的供应商，是否让他共同参与你的经营当 中？一些人是不是在这里已经两三年了 ?是否每六个月换一个工程师？是否这些人将参与和了解业务？下一步，在你的行业中需要什么样的第三方物流的专业知识？你是制药公司，然而您的第三方物流是从事汽车专业？在垂直市场中的供应链是不同的。公司还需要考虑第三方物流的全球覆盖。如果你是全球采购，这是至关重要的。如果第三方物流是代理人或友好的合作伙伴，我会关注。 最后，什么是第三方物流的发展史？第三方物流是希望能够有机地发展或者是他们是一个产品的合并和收购，这意味着他们内部集中在和正在试图让他们的系统集成等等。第三方物流供应商其 乐观增长并不涉及购买他们的
41、专业知识而是提供给你一个更稳定的产品。 并不奇怪，对公司来说最大的挑战是如何处理日益更杂的全球供应链。作为企业试图寻求新的资源和新的销售市场，他们的供应链正向海外拓展，最常见是向中国，不过还到印度和东欧。这意味着供应链更长，更复杂，可能更昂贵，Chay 说。第二，供应链超越美国边缘地区进入新兴市场，这些公司正在寻找他们在当地所缺乏优势和管理供应商，处理通关，并寻找安全可靠的运输合作伙伴 ,一起把他们的货物从工厂车间运到零售商店。第三，在 9 月 11 日实施的货物安全方案增加了一道强制性的程序 ，和货物核查要求，使供应链管理更加复杂。 Levy 也有相似的见解，一个最大的问题在顾客心目中是怎样
42、保证与我们所说的和所做的一致？ Levy 预测到不断增加的对安全的支持或咨询的需要特别是随着公司在国外所遇到不同的规则和条例。 BAX Global 公司是其中一个参与在海关和边境巡逻的 C-TPAT 程序的一个公司，可能是第一个被公认的在第三方物流行业中。 CTPAT 是我们拥有许多高科技客户的一个转折点。它可能会是公司最终将被要求参与计划中的一个因素。 对顾客而言另一个挑战是中国出口热潮导致全球交通基础设施挤塞 ,影响各种交 通工具上货物的载有 ,无论是海运、空运、卡车或铁路，国际或国内。客户要求第三方物流帮助他们设计和管理柔性的供应链。这样，他们可以更好地回应运输瓶颈和不断变化的市场情况。 最后的建议 ,当接受物流外包时，很容易认为所有企业的需求都是相似的陷阱。但事实上第三方物流能够按行业 全球区域 产品线和不同的企业带来不同的增值。更重要是第三方物流可以对个别公司进行个性化的外包方式 ,这不是一个令人关注的问题 .第三方物流可以为你提供什么？你想让第三方物流公司为你做什么？换句话说，你是否愿意第三方物流成为合作伙伴或者是订单的接受者 ？你是否愿意让第三方物流成为你大局变化和日常中革新者？或者你是否清楚创新是你内部运作的重要部分。对于第三方物流提出的潜在的计划和建议你是否愿意考虑？记住，供应链管理是高度相互依存，其中部分款项可以大于整体。
