第三方物流企业盈利途径选择研究
|
摘要
近几年来，随着市场竞争的不断加剧，工商企业越来越重视成本的节约和客户服务质量的改善，作为物流专业化集中表现的“第三方物流”随之应运而生。据统计，2001年我国第三方物流市场年总支出达到19，000亿人民币，市场潜力非常广阔。然而令人遗憾的是，我国现有大部分第三方物流供应商只能提供基础性的服务，如运输配送等，盈利途径非常单一。加入WTO后，国内的物流市场将在未来的2年内逐步对外开放，我国第三方物流供应商不久将直接面对国外跨国公司的严峻挑战，因此拓展新的盈利途径，提供更高层次的物流服务就成了当务之急。到目前为止，国内外部分专家学者已零散地提出了一些盈利途径，但尚未形成一个完整的体系，也很少对盈利途径的影响因素进行过研究。为此，本文结合我国的实际情况，力求对该问题作一系统深入的探讨。
本文首先概括和总结了现有第三方物流企业的盈利途径，然后根据资源基础理论和核心能力理论提炼出22个影响企业选择盈利途径的因素，并建立了理论关系模型。接着用SPSS统计软件对二者的相关关系进行了分析，得出四条回归方程，它们为企业正确选择适合自身特点的盈利途径提供了参考。此外，本文还研究了不同性质和规模的第三方物流企业在选择盈利途径上的差异，得出了其中规律性的联系，揭示了我国第三方物流市场盈利途径发展的现状。本文所有的研究都建立在问卷调查所得数据的基础上，而且为了使结果更具可操作性，在调查开始时充分征求了物流专家学者及实际操作人员的建议，并在调查的全过程采取了适当的控制措施以确保数据的准确性。
本文的创新点主要有：第一，系统地总结了目前我国第三方物流企业可行的盈利途径，并指出了盈利途径发展的一般性路径；第二，对盈利途径影响因素进行了结构化分类，经统计分析后得出实施各种盈利途径所需要具备的条件；第三，分析了企业性质、企业规模以及两者的交互作用对于盈利途径选择所产生的影响，揭示了目前我国第三方物流企业盈利途径选择的现状及规律。
With the market competition getting violent recent years, both industrial and commercial enterprises put more and more emphasis on the cost reduction and customer service quality improvement. Under this background, occurs the "Third Party Logistics" as the phenomenon of logistics specialization. According to the statistics data, the total expense of Chinese TPL market in 2001 reached 1,900 billion PMB, which reveals the large potential of this market. Unfortunately, most of Chinese TPL suppliers can only provide foundational services with very simple profit model, such as transportation and distribution. After Chinese entrance to the WTO, domestic logistics market will be gradually opened to the outside within 2 years and our TPL suppliers will have to confront the severe challenges from multinational companies soon. Therefore, it is urgent to develop new profit model and provide higher-level logistics service. However, up to now, researchers of home and abroad have only brought forward a few profit models respectively, rather than an integrated system. Furthermore, there is still not many research made on the influential factors of the profit model. Considering the actual situation of our country, this dissertation strives to make a systematic and in-depth research on this problem.
In the beginning of the dissertation, we generalized the existent profit models of TPL enterprises. Using the Resource-Based Theory and Core Competency Theory for reference, we also drew out 22 factors that have impacts on the enterprises profit model selection and set up an interacting theory model. Then, we analyzed their correlation by using SPSS and educed four regression equations, which can help enterprises to choose the appropriate profit model. Besides, this dissertation also made research on the difference of profit model selection among different types and scale of TPL enterprises and found out the intrinsic relations, which discovered the current situation of the profit model development in Chinese TPL market. All the research in this dissertation was based on the data of questionnaire investigation. To make the result more operable, we asked many logistics scholars and practitioners for advises from the beginning. In order to insure the veracity of data, we undertook several proper control measures during the whole investigation process.
The innovational points of this dissertation are as follows. Firstly, we systematically summarized four feasible profit avenues of the current TPL enterprises, and pointed out the general development path of these profit models. Secondly, we made a structural classification on the influential factors, and put forward the required conditions for implementing each profit model through statistic analysis. Thirdly, we analyzed the impacts on the profit model selection respectively from different enterprise type, scale and their interaction, which showed the current situations and rules of TPL enterprises profit model selection in our country.
本文首先概括和总结了现有第三方物流企业的盈利途径，然后根据资源基础理论和核心能力理论提炼出22个影响企业选择盈利途径的因素，并建立了理论关系模型。接着用SPSS统计软件对二者的相关关系进行了分析，得出四条回归方程，它们为企业正确选择适合自身特点的盈利途径提供了参考。此外，本文还研究了不同性质和规模的第三方物流企业在选择盈利途径上的差异，得出了其中规律性的联系，揭示了我国第三方物流市场盈利途径发展的现状。本文所有的研究都建立在问卷调查所得数据的基础上，而且为了使结果更具可操作性，在调查开始时充分征求了物流专家学者及实际操作人员的建议，并在调查的全过程采取了适当的控制措施以确保数据的准确性。
本文的创新点主要有：第一，系统地总结了目前我国第三方物流企业可行的盈利途径，并指出了盈利途径发展的一般性路径；第二，对盈利途径影响因素进行了结构化分类，经统计分析后得出实施各种盈利途径所需要具备的条件；第三，分析了企业性质、企业规模以及两者的交互作用对于盈利途径选择所产生的影响，揭示了目前我国第三方物流企业盈利途径选择的现状及规律。
With the market competition getting violent recent years, both industrial and commercial enterprises put more and more emphasis on the cost reduction and customer service quality improvement. Under this background, occurs the "Third Party Logistics" as the phenomenon of logistics specialization. According to the statistics data, the total expense of Chinese TPL market in 2001 reached 1,900 billion PMB, which reveals the large potential of this market. Unfortunately, most of Chinese TPL suppliers can only provide foundational services with very simple profit model, such as transportation and distribution. After Chinese entrance to the WTO, domestic logistics market will be gradually opened to the outside within 2 years and our TPL suppliers will have to confront the severe challenges from multinational companies soon. Therefore, it is urgent to develop new profit model and provide higher-level logistics service. However, up to now, researchers of home and abroad have only brought forward a few profit models respectively, rather than an integrated system. Furthermore, there is still not many research made on the influential factors of the profit model. Considering the actual situation of our country, this dissertation strives to make a systematic and in-depth research on this problem.
In the beginning of the dissertation, we generalized the existent profit models of TPL enterprises. Using the Resource-Based Theory and Core Competency Theory for reference, we also drew out 22 factors that have impacts on the enterprises profit model selection and set up an interacting theory model. Then, we analyzed their correlation by using SPSS and educed four regression equations, which can help enterprises to choose the appropriate profit model. Besides, this dissertation also made research on the difference of profit model selection among different types and scale of TPL enterprises and found out the intrinsic relations, which discovered the current situation of the profit model development in Chinese TPL market. All the research in this dissertation was based on the data of questionnaire investigation. To make the result more operable, we asked many logistics scholars and practitioners for advises from the beginning. In order to insure the veracity of data, we undertook several proper control measures during the whole investigation process.
The innovational points of this dissertation are as follows. Firstly, we systematically summarized four feasible profit avenues of the current TPL enterprises, and pointed out the general development path of these profit models. Secondly, we made a structural classification on the influential factors, and put forward the required conditions for implementing each profit model through statistic analysis. Thirdly, we analyzed the impacts on the profit model selection respectively from different enterprise type, scale and their interaction, which showed the current situations and rules of TPL enterprises profit model selection in our country.
引文
[1] 曹允春，《航空快递企业的第三方物流定位研究》，《物流技术》，2003年第3期，P54；
[2] 丁克义，《现代物流企业的收入与利润来源》，《中国物流与采购》，2002年第17期，P13：
[3] 董千里，《第三方物流三种服务模式评析》，《中国道路运输》，2002年第1期，P43：
[4] 何铁彦，《三种战略管理理论的比较分析》，《兰州商学院学报》，总18卷，2002年6月第3期；
[5] 胡斌，《我国第三方物流业发展模式研究》，《江苏交通工程》，2002年第6期，P36：
[6] 黄桐城，《高科技上市公司盈利能力影响因素的定量分析》，《中国管理科学》，2002年第4期，P13；
[7] 蒋长兵，《第三方物流发展模式初探》，《中国储运》，2002年第5期，P38；
[8] 李彦萍、管政，《中国第三方物流市场需求研究》，2003年1月，http://www.amteam.org；
[9] 李锡仁，《我国第三方物流发展的现状及启示》，《中国经济信息》，2002年第18期，P30；
[10] 刘敬，《宝供物流基金为中国物流业增力》，《商场现代化》，2002年第1期，P34；
[11] 陆薇，《第三方物流理念的认识和实践》，《工业工程与管理》，2000年第5期，P58；
[12] 骆温平，《第三方物流市场、利益与经验》，2003年2月，http://www.56info.net/wlzs/wlzsl.htm；
[13] 马庆国，《管理统计》，北京：科学出版社，2002年8月；
[14] 美智管理顾问公司、中国物流与采购联合会，《中国第三方物流市场发展趋势》，《物流技术》，2002年第5期，P5；
[15] 倪明仿，《中国第三方物流的璀璨之星》，《中国物资流通》，2001年第8期，P23；
[16] 蓉辑，《2002年中国第三方物流市场调查》，《空运商务》，2002年第13期，P26；
[17] 森林，《宝供，打造第三方物流的帝国》，《经贸导刊》，2002年第5期，P19；
[18] 尚飞，《第三方物流概念问题探讨》，《铁道物资科学管理》，2001年第1期第
19卷，P11；
[19] 商一琪，《宝供的物流之道》，《中国市场》，2003年第7期，P58；
[20] 孙汉锰，《我国第三方物流公司的运作模式及其支撑体系》，厦门大学硕士论文，2001年2月；
[21] 王恩涛，《物流企业如何塑造核心能力》，《物流技术》，2003年第1期，P34；
[22] 王岚，《运输企业物流经营模式研究》，武汉理工硕士论文，2002年3月；
[23] 王平，《发展第三方物流应注重利用现有企业资源》，《铁道物资科学管理》，2002年第5期，P21；
[24] 王平，《发展第三方物流——利用资源还是投资新建?》，《国际经济合作》，2002年第9期，P25；
[25] 王耀球 高红岩，《21世纪物流企业竞争战略》，《中国物资流通》，2000年第3期，P15；
[26] 王佐，《论物流企业的资源整合》，《中国物流与采购》，2002年第22期，P8；
[27] 卫民，《物流企业的经营管理策略》，《物流技术与应用》，2002年第7期，P58；
[28] 吴大雄，程华，《独树一帜的第三方物流》，《广东经济》，2002年第5期，P13；
[29] 薛晗，《中国民营第三方物流企业的现状及其对策》，《经济管理》，2002年第15期，P35；
[30] 曾祥云，王强，《第三方物流管理的内涵与特征研究》，《中国流通经济》，2002年第2期，P15；
[31] 张鹏，尹小山，《IT，宝供的成长之路》，《中国储运》，2000年第3期，P35；
[32] 张伟，《整合 改造 更新 服务—物资企业向现代物流企业转型的述评》，《中国物流与采购》，2002年第16期，P11；
[33] 张祥哲，《物流企业如何转变组织模式》，《市场与电脑》，2002年第10期，P35；
[34] 张学艺，《供应链管理在我国连锁经营配送中的应用》，《物流技术》，1998年第6期，P76；
[35] 张延峰，《能力资源与核心能力形成分析》，《科研管理》，2002年第4期，P1；
[36] 中国第三方物流网，《2002年第三方物流成长进行时》，2003年1月2日，http://www.3rd56.com/；
[37] Adcock, D, Brodfield, R Halborg, A and Ross, C, Marketing Principle
and Practice, Pitman Publishing, London, 1995;
[38] Adrian J. Slywotzky, David J. Morrison, Profit Zone, By Times Books Random House Inc., 2000.1;
[39] Adrian J. Slywotzky, David J. Morrison, Ted Moser, Kevin A. Mundt, and James A. Quella, Profit Patterns, By Times Business Random House Inc, 2002.6;
[40] Amit R. and Schoemaker, Strategic assets and organizational rent, Strategic Management Journal, 1993,14, P33-46;
[41] Anonymous, Is third party logistics in your future?, Modern Materials Handling, Dec 2000; Vol. 55, No. 14, P3-15;
[42] Anu H Bask, Relationships among TPL providers and members of supply chains - a strategic perspective, The Journal of Business & Industrial Marketing, 2001, Vol. 16, No. 6/7, P470-485;
[43] Bogaert I., Maertens R. and Van Cauwenbergh A., Strategy as a situational puzzle: the fit of components, in Hamel, G. and Heene, A. (Eds), Competence-Based Competition, John Wiley, Chichester, 1994;
[44] Collis, D and Montgomery, Competing on Resources: Strategy in the 1990's, Harvard Business Review, July-August, 1995, P118-128;
[45] Connor, A historical comparison of resource-based theory and five schools of thought within industrial organization economics, Journal of Management, 1991, 17, P121-54;
[46] Das, T. K.; Bing-Sheng TenD, Organization Science, A Journal of the Institute of Management Sciences, Jan/Feb2000, Vol. 11 Issue 1, P77;
[47] Day, G.S., The capabilities of market-drivenorganizations, Journal of Marketing, 1994, Vol. 58 No. 4, P37-52.
[48] Dierickx and Cool, Asset stock accumulation and sustainability of competitive advantage, Management Science, 1989, No. 35, P4-11;
[49] David J. Closs; Craig K. Thompson, Logistics Physical Resource Management, Journal of Business Logistics, 1992, Vol. 13, No. 2, P269-283;
[50] Grant, Robert M., The Resource-based Theory of Competitive Advantage: Implications for Strategy Formulation, California Management Review, 1991, Vol. 33 Issue 3, P114;
[51] Hall, R., The strategic analysis of intangible resources, Strategic Management Journal, 1992 Vol.13 No. 1, P135-44;
[52] Jay Barney, Firm Resources and Sustained Competitive Advantage, Texas A&M University, Journal of Management, 1991 Vol. 17, No. 1, P99-120;
[53] Jay Barney, A ten years retrospective on the resource-based view, Journal of Management, 2001 Vol. 27, P643-650;
[54] Kay, J, Foundations of Corporate Success, Oxford University Press, 1994;
[55] Kearney, A.T., A shippers approach to contract logistics, AT Kearney management Reports, 1995, No. 44;
[56] Kenneth C. Schneider; James C. Johnson; Bradley J. Sleeper; William C. Rodgers, A note on applying retail location models in franchise systems: a view from the trenches, The Journal of Consumer Marketing, 1998, Vol. 15, Issue 3, P290;
[57] Klein, J.A., Kass, T., Skill-based competition, Journal of General Management, 1991, Vol. 16 No. 3, P1-15;
[58] Laarhoven, P.V., Graham, S., Logistics alliances: the European experience, The McKinsy Quarterly 1, 1994, P39-49;
[59] Lambert, D. M. and Stock, J. R., Strategic Logistics Management, Irwin, Boston, MA., 1993;
[60] Miller, John, The Use of Third-party Logistics Services by Large US Manufacturers The 2000 Survey, International Journal of Logistics: Research & Applications, Apr 2002, Vol. 5, Issue 1, P1-12;
[61] M.S. Sohail, A.S. Sohal, The use of third party logistics services: a Malaysian perspective, Technovation 23, 2003, P401-408;
[62] Nelson, R.R., Why do firms differ and how does it matter, Strategic Management Journal, 1991, Vol. 14, No. 3, P179-92;
[63] Olavarrieta, Market attractiveness, resource-based and evolutionary approaches to strategy: a comparison, in Wilson, E. and Hair, J. (Eds), Developments in Marketing Science, 1996, P34-8;
[64] Paul R. Murphy, Third-party Logistics: Some user versus providor perspectives, Journal of Business Logistic, 2000, Vol. 21, No. 1, P121-133;
[65] Peter van Laarhoven, Third-party logistics in Europe-five years later, International Journal of Physical Distribution and Logistics Management, 2000, Vol. 30 No. 5, P425-442;
[66] Peteraf, The Cornerstones of competitive advantage: a resource-based
view, Strategic Management Journal, 1993, No. 14, P119-128;
[67] Porter, M E, Competitive Advantage, New York, The Free Press, 1980;
[68] Porter, M E, Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York, 1980;
[69] Prahalad C. and Hamel G., The core competence of the corporation, Harvard Business Review, 1990, May-June, P79-91;
[70] Richard Lynch, Corporate Strategy, Financial Times Prentice Hall, 2000;
[71] Robert B. Handfield, US global sourcing: Patterns of development, International Journal of Operations & Production Management; 1994, Volume 14, Issue 6, P40;
[72] Robert Lieb, John Miller, The Use of Third-party Logistics Services by Large US Manufacturers, International Journal of Logistics: Research and Applications, 2002, Vol. 5, No. 1, P1-12;
[73] Rumelt, R, How Much does Industry matter?, Strategic Management Journal, 1991, Mar, P64-73;
[74] Rumelt, Richard P. Schendel, Dan and Teece D'J, Strategic Management and Economics, Strategic Management Journal, 1996, Vol. 12;
[75] Schulze, W.S., The two schools of thought in resource-based theory: definitions and implications for research, in Shrivastava, P., Huff, A.S. and Button, J.E. (Eds), Advances in Strategic Management, 1994 Volume 10 A, JAI Press, Greenwich, CT.
[76] Stock, J.R, Proceedings of the Twenty Fourth Annual Transportation and Logistics Educators Conference, San Diego, CA, 1995, P181-215;
[77] Susanne Hertz, Monica Alfredsson, Strategic development of third party logistics providers, Industrial Marketing Management 2003, Vol. 32, P139-149;
[78] Teece D·J, Pisano G and Shuen A, Dynamic Capabilities and Strategy Management, Strategy Management Journal, 1997, Vo1.18, No. 7;
[79] Wernerfelt Birger, A Resource-Based View of the Firm, Strategy Management Journal, 1984, Vol 5, Issue 2, 7171-180.
[2] 丁克义，《现代物流企业的收入与利润来源》，《中国物流与采购》，2002年第17期，P13：
[3] 董千里，《第三方物流三种服务模式评析》，《中国道路运输》，2002年第1期，P43：
[4] 何铁彦，《三种战略管理理论的比较分析》，《兰州商学院学报》，总18卷，2002年6月第3期；
[5] 胡斌，《我国第三方物流业发展模式研究》，《江苏交通工程》，2002年第6期，P36：
[6] 黄桐城，《高科技上市公司盈利能力影响因素的定量分析》，《中国管理科学》，2002年第4期，P13；
[7] 蒋长兵，《第三方物流发展模式初探》，《中国储运》，2002年第5期，P38；
[8] 李彦萍、管政，《中国第三方物流市场需求研究》，2003年1月，http://www.amteam.org；
[9] 李锡仁，《我国第三方物流发展的现状及启示》，《中国经济信息》，2002年第18期，P30；
[10] 刘敬，《宝供物流基金为中国物流业增力》，《商场现代化》，2002年第1期，P34；
[11] 陆薇，《第三方物流理念的认识和实践》，《工业工程与管理》，2000年第5期，P58；
[12] 骆温平，《第三方物流市场、利益与经验》，2003年2月，http://www.56info.net/wlzs/wlzsl.htm；
[13] 马庆国，《管理统计》，北京：科学出版社，2002年8月；
[14] 美智管理顾问公司、中国物流与采购联合会，《中国第三方物流市场发展趋势》，《物流技术》，2002年第5期，P5；
[15] 倪明仿，《中国第三方物流的璀璨之星》，《中国物资流通》，2001年第8期，P23；
[16] 蓉辑，《2002年中国第三方物流市场调查》，《空运商务》，2002年第13期，P26；
[17] 森林，《宝供，打造第三方物流的帝国》，《经贸导刊》，2002年第5期，P19；
[18] 尚飞，《第三方物流概念问题探讨》，《铁道物资科学管理》，2001年第1期第
19卷，P11；
[19] 商一琪，《宝供的物流之道》，《中国市场》，2003年第7期，P58；
[20] 孙汉锰，《我国第三方物流公司的运作模式及其支撑体系》，厦门大学硕士论文，2001年2月；
[21] 王恩涛，《物流企业如何塑造核心能力》，《物流技术》，2003年第1期，P34；
[22] 王岚，《运输企业物流经营模式研究》，武汉理工硕士论文，2002年3月；
[23] 王平，《发展第三方物流应注重利用现有企业资源》，《铁道物资科学管理》，2002年第5期，P21；
[24] 王平，《发展第三方物流——利用资源还是投资新建?》，《国际经济合作》，2002年第9期，P25；
[25] 王耀球 高红岩，《21世纪物流企业竞争战略》，《中国物资流通》，2000年第3期，P15；
[26] 王佐，《论物流企业的资源整合》，《中国物流与采购》，2002年第22期，P8；
[27] 卫民，《物流企业的经营管理策略》，《物流技术与应用》，2002年第7期，P58；
[28] 吴大雄，程华，《独树一帜的第三方物流》，《广东经济》，2002年第5期，P13；
[29] 薛晗，《中国民营第三方物流企业的现状及其对策》，《经济管理》，2002年第15期，P35；
[30] 曾祥云，王强，《第三方物流管理的内涵与特征研究》，《中国流通经济》，2002年第2期，P15；
[31] 张鹏，尹小山，《IT，宝供的成长之路》，《中国储运》，2000年第3期，P35；
[32] 张伟，《整合 改造 更新 服务—物资企业向现代物流企业转型的述评》，《中国物流与采购》，2002年第16期，P11；
[33] 张祥哲，《物流企业如何转变组织模式》，《市场与电脑》，2002年第10期，P35；
[34] 张学艺，《供应链管理在我国连锁经营配送中的应用》，《物流技术》，1998年第6期，P76；
[35] 张延峰，《能力资源与核心能力形成分析》，《科研管理》，2002年第4期，P1；
[36] 中国第三方物流网，《2002年第三方物流成长进行时》，2003年1月2日，http://www.3rd56.com/；
[37] Adcock, D, Brodfield, R Halborg, A and Ross, C, Marketing Principle
and Practice, Pitman Publishing, London, 1995;
[38] Adrian J. Slywotzky, David J. Morrison, Profit Zone, By Times Books Random House Inc., 2000.1;
[39] Adrian J. Slywotzky, David J. Morrison, Ted Moser, Kevin A. Mundt, and James A. Quella, Profit Patterns, By Times Business Random House Inc, 2002.6;
[40] Amit R. and Schoemaker, Strategic assets and organizational rent, Strategic Management Journal, 1993,14, P33-46;
[41] Anonymous, Is third party logistics in your future?, Modern Materials Handling, Dec 2000; Vol. 55, No. 14, P3-15;
[42] Anu H Bask, Relationships among TPL providers and members of supply chains - a strategic perspective, The Journal of Business & Industrial Marketing, 2001, Vol. 16, No. 6/7, P470-485;
[43] Bogaert I., Maertens R. and Van Cauwenbergh A., Strategy as a situational puzzle: the fit of components, in Hamel, G. and Heene, A. (Eds), Competence-Based Competition, John Wiley, Chichester, 1994;
[44] Collis, D and Montgomery, Competing on Resources: Strategy in the 1990's, Harvard Business Review, July-August, 1995, P118-128;
[45] Connor, A historical comparison of resource-based theory and five schools of thought within industrial organization economics, Journal of Management, 1991, 17, P121-54;
[46] Das, T. K.; Bing-Sheng TenD, Organization Science, A Journal of the Institute of Management Sciences, Jan/Feb2000, Vol. 11 Issue 1, P77;
[47] Day, G.S., The capabilities of market-drivenorganizations, Journal of Marketing, 1994, Vol. 58 No. 4, P37-52.
[48] Dierickx and Cool, Asset stock accumulation and sustainability of competitive advantage, Management Science, 1989, No. 35, P4-11;
[49] David J. Closs; Craig K. Thompson, Logistics Physical Resource Management, Journal of Business Logistics, 1992, Vol. 13, No. 2, P269-283;
[50] Grant, Robert M., The Resource-based Theory of Competitive Advantage: Implications for Strategy Formulation, California Management Review, 1991, Vol. 33 Issue 3, P114;
[51] Hall, R., The strategic analysis of intangible resources, Strategic Management Journal, 1992 Vol.13 No. 1, P135-44;
[52] Jay Barney, Firm Resources and Sustained Competitive Advantage, Texas A&M University, Journal of Management, 1991 Vol. 17, No. 1, P99-120;
[53] Jay Barney, A ten years retrospective on the resource-based view, Journal of Management, 2001 Vol. 27, P643-650;
[54] Kay, J, Foundations of Corporate Success, Oxford University Press, 1994;
[55] Kearney, A.T., A shippers approach to contract logistics, AT Kearney management Reports, 1995, No. 44;
[56] Kenneth C. Schneider; James C. Johnson; Bradley J. Sleeper; William C. Rodgers, A note on applying retail location models in franchise systems: a view from the trenches, The Journal of Consumer Marketing, 1998, Vol. 15, Issue 3, P290;
[57] Klein, J.A., Kass, T., Skill-based competition, Journal of General Management, 1991, Vol. 16 No. 3, P1-15;
[58] Laarhoven, P.V., Graham, S., Logistics alliances: the European experience, The McKinsy Quarterly 1, 1994, P39-49;
[59] Lambert, D. M. and Stock, J. R., Strategic Logistics Management, Irwin, Boston, MA., 1993;
[60] Miller, John, The Use of Third-party Logistics Services by Large US Manufacturers The 2000 Survey, International Journal of Logistics: Research & Applications, Apr 2002, Vol. 5, Issue 1, P1-12;
[61] M.S. Sohail, A.S. Sohal, The use of third party logistics services: a Malaysian perspective, Technovation 23, 2003, P401-408;
[62] Nelson, R.R., Why do firms differ and how does it matter, Strategic Management Journal, 1991, Vol. 14, No. 3, P179-92;
[63] Olavarrieta, Market attractiveness, resource-based and evolutionary approaches to strategy: a comparison, in Wilson, E. and Hair, J. (Eds), Developments in Marketing Science, 1996, P34-8;
[64] Paul R. Murphy, Third-party Logistics: Some user versus providor perspectives, Journal of Business Logistic, 2000, Vol. 21, No. 1, P121-133;
[65] Peter van Laarhoven, Third-party logistics in Europe-five years later, International Journal of Physical Distribution and Logistics Management, 2000, Vol. 30 No. 5, P425-442;
[66] Peteraf, The Cornerstones of competitive advantage: a resource-based
view, Strategic Management Journal, 1993, No. 14, P119-128;
[67] Porter, M E, Competitive Advantage, New York, The Free Press, 1980;
[68] Porter, M E, Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York, 1980;
[69] Prahalad C. and Hamel G., The core competence of the corporation, Harvard Business Review, 1990, May-June, P79-91;
[70] Richard Lynch, Corporate Strategy, Financial Times Prentice Hall, 2000;
[71] Robert B. Handfield, US global sourcing: Patterns of development, International Journal of Operations & Production Management; 1994, Volume 14, Issue 6, P40;
[72] Robert Lieb, John Miller, The Use of Third-party Logistics Services by Large US Manufacturers, International Journal of Logistics: Research and Applications, 2002, Vol. 5, No. 1, P1-12;
[73] Rumelt, R, How Much does Industry matter?, Strategic Management Journal, 1991, Mar, P64-73;
[74] Rumelt, Richard P. Schendel, Dan and Teece D'J, Strategic Management and Economics, Strategic Management Journal, 1996, Vol. 12;
[75] Schulze, W.S., The two schools of thought in resource-based theory: definitions and implications for research, in Shrivastava, P., Huff, A.S. and Button, J.E. (Eds), Advances in Strategic Management, 1994 Volume 10 A, JAI Press, Greenwich, CT.
[76] Stock, J.R, Proceedings of the Twenty Fourth Annual Transportation and Logistics Educators Conference, San Diego, CA, 1995, P181-215;
[77] Susanne Hertz, Monica Alfredsson, Strategic development of third party logistics providers, Industrial Marketing Management 2003, Vol. 32, P139-149;
[78] Teece D·J, Pisano G and Shuen A, Dynamic Capabilities and Strategy Management, Strategy Management Journal, 1997, Vo1.18, No. 7;
[79] Wernerfelt Birger, A Resource-Based View of the Firm, Strategy Management Journal, 1984, Vol 5, Issue 2, 7171-180.