大规模定制（MC）物流服务能力研究
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摘要
近年来,物流服务需求市场环境发生了巨大变化。随着科学技术的进步和生产力的发展,顾客多样化的需求日益明显,物流服务提供商之间的竞争日益加剧,加上顾客个性化、定制化需求的日益增多,使得整个物流服务市场需求的不确定性大大增加,引发了物流服务方式从大规模服务向大规模定制(MC)服务的转变。大规模定制物流服务是以大规模物流服务的低成本和高效率,向客户提供个性化、定制化的物流服务。面临这一物流服务方式的转变,构建大规模定制物流服务能力就成为目前物流服务领域一个十分重要的研究命题。
从现有的研究来看,对物流服务能力的研究主要局限于大规模物流服务方式下的能力研究,并未涉及MC物流服务能力方面的研究。论文在分析MC物流服务产生动因的基础上,分析研究了物流服务方式的变革以及MC物流服务的特征,进而分析了MC物流服务绩效目标与运作模式,在此基础上借鉴企业能力理论、大规模定制理论以及物流服务能力研究的成果,对MC物流服务能力进行了界定。MC物流服务能力是企业运用内外部的物流资源,通过物流功能的重新整合,实现以大规模物流的成本和效率为每个客户或多样化需求的市场提供定制化物流服务的能力。
根据上述界定的MC物流服务能力的概念,提出MC物流服务能力所需的资源主要有：技术资源、管理资源、组织资源、人力资源等。为客户提供MC物流服务的过程是将资源转换为MC物流服务能力并完成MC物流服务的过程,该过程可由需求层、实施层、能力层、资源层四个不同的层次组成。MC物流服务能力是一个由多个子能力构成的多维结构的综合能力,它由技术子能力、市场拓识子能力、组织管理子能力、整合子能力复合而成。MC物流服务能力依赖于资源,资源的不同组合形成了不同的能力,各子能力不是孤立存在的,它们之间是相关的,其相关性取决于支撑不同子能力的资源。
资源作为能力的形成基础,对MC物流服务能力的演进产生重要的影响。从构成MC物流服务能力的子能力入手,分别分析了各子能力的演进机理。技术子能力的演进是一个技术能力各要素的连续性积累和总体技术能力的间断性跃迁的过程,表现为基于能动性资源和非能动性资源共同推动的“双轮演进模式”；识别赢得订单能力、企业营销能力以及个人学习能力及其相互作用形成并推动了市场识拓能力的形成与发展,其成长的过程是不断从较低层次到较高层次的一个循环的过程；在企业家的作用下,企业文化、企业制度、管理流程的相互融合、相互作用形成了组织管理子能力,并在资源的积累、组织结构的重组、制度与流程的变革、企业文化的进步中发展演进；“企业家+管理者”的整合能力形成了MC物流服务过程中的整合子能力,其演进路径有两条：一条路径是通过学习提升整合子能力；另一条路径是通过实践积累整合经验提升整合子能力。
“竞争、需求、资源以及子能力间的相互作用”是促使MC物流服务能力复合及演进的关键因素,提出了基于竞争、需求、资源的MC物流服务能力复合形成模型。基于耗散理论分析了MC物流服务能力系统的耗散结构特征,提出了基于耗散结构的MC物流服务能力演进模型：其演进过程就是从无序向有序,从旧的耗散结构向新的耗散结构演进的过程,在演进过程中,MC物流服务能力得到不断提升,MC物流服务能力的演进不是按单一轨线进行,存在“突变分叉、多束轨线”现象。在MC物流服务能力复合形成过程中,会遇到成长上限,突破成长上限的“根本解”在于识别影响能力成长的抑制因素,减少甚至消除抑制因素对MC物流服务能力的制约,从而减弱MC物流服务能力的调节环路,促使其继续成长。
提出了MC物流服务能力构建的关键基础是可组合(模块化)的物流服务流程、柔性化的组织结构、信息共享和物流联盟；研究了实现可组合(模块化)的物流服务流程的设计技术——模块化构件,并构建了“顾客敏感性—竞争对手”的约束要素识别矩阵来识别的约束因素改善的优先顺序。
论文研究指出MC物流服务能力评价应包括两个方面：1)从协同角度对各子能力间的相互作用与适配性进行评价；2)对由各子能力构成的MC物流服务能力绩效水平进行评价。提出了“主成分分析法+耦合度函数”评价模型对MC物流服务能力进行综合评价,并以仓储型MC物流服务对其MC物流服务能力进行了实证分析,验证了指标体系与评价模型。
In recent years, the marketing environment of logistics service has changed dramatically. With the scientific and technological progress and productivity of the development, the diversification of customers demand has increased, and the competition between the logistics service providers has pricked up. The uncertainty of logistics service demand greatly increased, so that the logistics service mode changes from a large-scale logistics service mode to mass customization logistics service. Mass Customization logistics service is the logistics service which is provide personalized and customized logistics services to customers at the low cost and high efficiency of large-scale logistics service. It is important to set up the mass customization (MC) logistics services capability with the logistics services.
According to the existing research, the research of logistics service capabilities are mainly restricted to large-scale logistics service capabilities, did not involve MC logistics service capabilities. This Papers analysis the motivation, change and characteristics of MC logistics service, and further analysis of the MC logistics service performance objectives as well as the mode operation of MC logistics service, and Put forward the concept of MC logistics service capabilities based on enterprise capabilities theory, mass customization theory and results of research on logistics services capabilities. MC logistics service capabilities is a kind of logistics service capabilities which the logistics service provider provide customized logistics services to customer by using inside and outside the enterprise logistics resources, through the re-integration of logistics functions to achieve large-scale logistics cost and efficiency of the diverse needs to each customer.
This paper analysis the resources of MC logistics service with the concept of MC logistics service capabilities. There are four kinds of resources which logistics service providers provide MC logistics service to customers. The main resources are technical resources, management resources, organizational resources and human resources. The process to provide MC logistics services for customers is a transformation process that resources is converted to MC logistics service capabilities and complete logistics services, this process contains four different levels which are demand level, implementation level, ability level, resource layer. MC Logistics Service capability is a complex integration capability by a number of sub-capabilities with multidimensional structure, which consists of technological sub-capability, market developing sub-capability, organization management sub-capability, and integration sub-capability. MC Logistics service capability depends on the resources, and different combinations of resources format different sub-capability. Each sub-capability is not isolated, and they are related, and its relevance depends on the resources to support the various sub-capabilities.
Resources have an important impact on evolution of capability as the basis of MC Logistics service capability. From sub-capability of MC Logistics service capability, author analyzes the evolution mechanism of each sub-capability. The evolution process of technological sub-capability is a continuous accumulation process for every elements of technological sub-capability and intermittent transition of overall technological sub-capability, which Promoted by dynamic resource-based and non-dynamic resources with the "two-wheeled evolution model." Recognition order-winner capability, corporate marketing capabilities as well as individual learning ability and their interactions form and promote the formation and development of market developing sub-capability, its growth process is a continuous cyclic process from a lower level to higher levels. The organization management sub-capability is formed under the action of the entrepreneur, the business culture, systems and management processes, and their interaction with each other, it is developed to accumulate resources, reengineer the organization structure, change the system and process, progress the culture. The integration capability of entrepreneurs and manager is formed to integration sub-capability of MC logistics service process, and its evolution there are two paths:one path is through learning to enhance integration capabilities, and the other path is an integration of the experience gained through practice to enhance integration capabilities.
Competition, demand, resources, and interaction between sub-capabilities are key factors to promote and develop the MC logistics service capabilities, the complex formation model has been proposed based on competition, demand, resources, and MC logistics service capabilities. Based on dissipative structures theory, paper analysis the characteristics dissipative structures of MC logistics service capabilities, and set up the evolution model of MC logistics service capabilities. According to this model, the evolution process of MC logistics service capabilities is the process that is from disorder to order, from the old dissipative structure to new dissipative structures. In the process of evolution, MC logistics service capability has been increasing. The evolution line of MC logistics service capability is not single-tracks; there is mutation bifurcation and multi-beam rail line. There is growth limit in the complex formation process of MC logistics service capability. The "fundamental solution" of breakthrough growth limit is to identify the inhibiting factors to affect the capability to growth, and reduce or even eliminate constraints on the capability constraints, thereby weakening the regulation of MC logistics service capability regulation loop to facilitate their continued growth. The key foundation to set up MC logistics service capability is modular logistics service processes, flexible organizational structure, and information sharing and logistics alliance. Design the modular logistics service processes is the modular component, and developed the matrix of constraint factors to identify the improvement priority of MC process.
The evaluation of MC logistics service capabilities should include two aspects. First, the evaluation is to assess interaction and adaptation between the each sub-capability from a synergistic point of view; Secondly, the evaluation is to assess the performance level of MC logistics service capabilities that formed by the sub-capability. Put forward the evaluation model of MC logistics service capabilities with principal component analysis method and Coupling function, and take the case study by Storage-based logistics service providers to assess their MC logistics service capabilities, and validation of the index system and evaluation model.
从现有的研究来看,对物流服务能力的研究主要局限于大规模物流服务方式下的能力研究,并未涉及MC物流服务能力方面的研究。论文在分析MC物流服务产生动因的基础上,分析研究了物流服务方式的变革以及MC物流服务的特征,进而分析了MC物流服务绩效目标与运作模式,在此基础上借鉴企业能力理论、大规模定制理论以及物流服务能力研究的成果,对MC物流服务能力进行了界定。MC物流服务能力是企业运用内外部的物流资源,通过物流功能的重新整合,实现以大规模物流的成本和效率为每个客户或多样化需求的市场提供定制化物流服务的能力。
根据上述界定的MC物流服务能力的概念,提出MC物流服务能力所需的资源主要有：技术资源、管理资源、组织资源、人力资源等。为客户提供MC物流服务的过程是将资源转换为MC物流服务能力并完成MC物流服务的过程,该过程可由需求层、实施层、能力层、资源层四个不同的层次组成。MC物流服务能力是一个由多个子能力构成的多维结构的综合能力,它由技术子能力、市场拓识子能力、组织管理子能力、整合子能力复合而成。MC物流服务能力依赖于资源,资源的不同组合形成了不同的能力,各子能力不是孤立存在的,它们之间是相关的,其相关性取决于支撑不同子能力的资源。
资源作为能力的形成基础,对MC物流服务能力的演进产生重要的影响。从构成MC物流服务能力的子能力入手,分别分析了各子能力的演进机理。技术子能力的演进是一个技术能力各要素的连续性积累和总体技术能力的间断性跃迁的过程,表现为基于能动性资源和非能动性资源共同推动的“双轮演进模式”；识别赢得订单能力、企业营销能力以及个人学习能力及其相互作用形成并推动了市场识拓能力的形成与发展,其成长的过程是不断从较低层次到较高层次的一个循环的过程；在企业家的作用下,企业文化、企业制度、管理流程的相互融合、相互作用形成了组织管理子能力,并在资源的积累、组织结构的重组、制度与流程的变革、企业文化的进步中发展演进；“企业家+管理者”的整合能力形成了MC物流服务过程中的整合子能力,其演进路径有两条：一条路径是通过学习提升整合子能力；另一条路径是通过实践积累整合经验提升整合子能力。
“竞争、需求、资源以及子能力间的相互作用”是促使MC物流服务能力复合及演进的关键因素,提出了基于竞争、需求、资源的MC物流服务能力复合形成模型。基于耗散理论分析了MC物流服务能力系统的耗散结构特征,提出了基于耗散结构的MC物流服务能力演进模型：其演进过程就是从无序向有序,从旧的耗散结构向新的耗散结构演进的过程,在演进过程中,MC物流服务能力得到不断提升,MC物流服务能力的演进不是按单一轨线进行,存在“突变分叉、多束轨线”现象。在MC物流服务能力复合形成过程中,会遇到成长上限,突破成长上限的“根本解”在于识别影响能力成长的抑制因素,减少甚至消除抑制因素对MC物流服务能力的制约,从而减弱MC物流服务能力的调节环路,促使其继续成长。
提出了MC物流服务能力构建的关键基础是可组合(模块化)的物流服务流程、柔性化的组织结构、信息共享和物流联盟；研究了实现可组合(模块化)的物流服务流程的设计技术——模块化构件,并构建了“顾客敏感性—竞争对手”的约束要素识别矩阵来识别的约束因素改善的优先顺序。
论文研究指出MC物流服务能力评价应包括两个方面：1)从协同角度对各子能力间的相互作用与适配性进行评价；2)对由各子能力构成的MC物流服务能力绩效水平进行评价。提出了“主成分分析法+耦合度函数”评价模型对MC物流服务能力进行综合评价,并以仓储型MC物流服务对其MC物流服务能力进行了实证分析,验证了指标体系与评价模型。
In recent years, the marketing environment of logistics service has changed dramatically. With the scientific and technological progress and productivity of the development, the diversification of customers demand has increased, and the competition between the logistics service providers has pricked up. The uncertainty of logistics service demand greatly increased, so that the logistics service mode changes from a large-scale logistics service mode to mass customization logistics service. Mass Customization logistics service is the logistics service which is provide personalized and customized logistics services to customers at the low cost and high efficiency of large-scale logistics service. It is important to set up the mass customization (MC) logistics services capability with the logistics services.
According to the existing research, the research of logistics service capabilities are mainly restricted to large-scale logistics service capabilities, did not involve MC logistics service capabilities. This Papers analysis the motivation, change and characteristics of MC logistics service, and further analysis of the MC logistics service performance objectives as well as the mode operation of MC logistics service, and Put forward the concept of MC logistics service capabilities based on enterprise capabilities theory, mass customization theory and results of research on logistics services capabilities. MC logistics service capabilities is a kind of logistics service capabilities which the logistics service provider provide customized logistics services to customer by using inside and outside the enterprise logistics resources, through the re-integration of logistics functions to achieve large-scale logistics cost and efficiency of the diverse needs to each customer.
This paper analysis the resources of MC logistics service with the concept of MC logistics service capabilities. There are four kinds of resources which logistics service providers provide MC logistics service to customers. The main resources are technical resources, management resources, organizational resources and human resources. The process to provide MC logistics services for customers is a transformation process that resources is converted to MC logistics service capabilities and complete logistics services, this process contains four different levels which are demand level, implementation level, ability level, resource layer. MC Logistics Service capability is a complex integration capability by a number of sub-capabilities with multidimensional structure, which consists of technological sub-capability, market developing sub-capability, organization management sub-capability, and integration sub-capability. MC Logistics service capability depends on the resources, and different combinations of resources format different sub-capability. Each sub-capability is not isolated, and they are related, and its relevance depends on the resources to support the various sub-capabilities.
Resources have an important impact on evolution of capability as the basis of MC Logistics service capability. From sub-capability of MC Logistics service capability, author analyzes the evolution mechanism of each sub-capability. The evolution process of technological sub-capability is a continuous accumulation process for every elements of technological sub-capability and intermittent transition of overall technological sub-capability, which Promoted by dynamic resource-based and non-dynamic resources with the "two-wheeled evolution model." Recognition order-winner capability, corporate marketing capabilities as well as individual learning ability and their interactions form and promote the formation and development of market developing sub-capability, its growth process is a continuous cyclic process from a lower level to higher levels. The organization management sub-capability is formed under the action of the entrepreneur, the business culture, systems and management processes, and their interaction with each other, it is developed to accumulate resources, reengineer the organization structure, change the system and process, progress the culture. The integration capability of entrepreneurs and manager is formed to integration sub-capability of MC logistics service process, and its evolution there are two paths:one path is through learning to enhance integration capabilities, and the other path is an integration of the experience gained through practice to enhance integration capabilities.
Competition, demand, resources, and interaction between sub-capabilities are key factors to promote and develop the MC logistics service capabilities, the complex formation model has been proposed based on competition, demand, resources, and MC logistics service capabilities. Based on dissipative structures theory, paper analysis the characteristics dissipative structures of MC logistics service capabilities, and set up the evolution model of MC logistics service capabilities. According to this model, the evolution process of MC logistics service capabilities is the process that is from disorder to order, from the old dissipative structure to new dissipative structures. In the process of evolution, MC logistics service capability has been increasing. The evolution line of MC logistics service capability is not single-tracks; there is mutation bifurcation and multi-beam rail line. There is growth limit in the complex formation process of MC logistics service capability. The "fundamental solution" of breakthrough growth limit is to identify the inhibiting factors to affect the capability to growth, and reduce or even eliminate constraints on the capability constraints, thereby weakening the regulation of MC logistics service capability regulation loop to facilitate their continued growth. The key foundation to set up MC logistics service capability is modular logistics service processes, flexible organizational structure, and information sharing and logistics alliance. Design the modular logistics service processes is the modular component, and developed the matrix of constraint factors to identify the improvement priority of MC process.
The evaluation of MC logistics service capabilities should include two aspects. First, the evaluation is to assess interaction and adaptation between the each sub-capability from a synergistic point of view; Secondly, the evaluation is to assess the performance level of MC logistics service capabilities that formed by the sub-capability. Put forward the evaluation model of MC logistics service capabilities with principal component analysis method and Coupling function, and take the case study by Storage-based logistics service providers to assess their MC logistics service capabilities, and validation of the index system and evaluation model.
引文
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