供应链环境下企业物流外包运作体系研究
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摘要
以物流外包为代表的业务外包模式是企业强化供应链管理、提升核心竞争力的重要手段。但由于物流概念和供应链管理思想进入我国较晚,加之我国的物流外包市场目前仍处于不断探索和逐步完善阶段,使得物流外包对于我国大部分企业来说还只是一个停留在概念上的新事物。在实践中我们经常可以发现,相当多的企业不了解物流外包,不愿意外包,甚至害怕外包;即使部分企业实施了物流外包,也因实际效果不理想而失败。究其原因,其中既有企业决策者对物流外包缺乏认识和了解的原因,也有因缺少完整而系统的物流外包理论体系所导致的盲目决策、无效管理等原因。因此,以供应链环境下的微观企业为出发点对物流外包的全过程进行系统研究,对于提高我国企业的供应链管理水平和物流产业的快速、健康发展具有积极的现实意义。
本研究首先对已有的相关研究成果进行了简要回顾,然后以经济学和管理学中的相关理论为背景全方位地剖析了企业物流外包的运作机理。在此基础上,全文从过程的角度出发,以管理职能为主线,围绕企业在物流外包决策、组织和实施以及控制与风险管理过程中可能遇到或忽略的问题进行了详细分析,并由此提出了企业物流外包运作体系的整体框架。概括起来,本研究的内容和结论主要有以下几个方面:
(1)在物流外包决策阶段,以交易费用理论为基础分析了自营与外包及它们之间一系列的制度安排,拓展了企业的物流管理模式,提出了较为规范的物流外包决策流程,并通过案例分析,指出了以产权和契约纽带相联结的物流外包模式对一些具有特定行业背景和特殊需要的企业来说是一种比较理想的选择。
(2)分析了物流外包组织与实施过程中容易被企业忽视的关键环节和管理重点,对诸如选择第三方物流服务提供商、外包中组织与人力资源整合、招投标管理等问题进行了深入研究,并对此提出了独到的见解。
(3)从成本、服务和战略效益三个维度来衡量和考察物流外包的整体绩效,在此基础上确立了物流外包绩效评价指标体系并运用模糊数学方法建立了评价模型。
(4)对物流外包中的不同阶段和关键环节进行重点研究,并不是对它们进行简单罗列,而是为了能够将它们有机地结合起来,以此为契机建立一个能够反映物流外包全过程特点,并促使其规范化和制度化的整体框架,它将有利于企业在物流外包与自营的抉择中寻找到一种理性的平衡。
在理论研究的同时,本文对博士伦公司的物流外包实践进行了案例研究和分析,希望借此丰富和完善整个物流外包运作体系。最后,根据上述分析和结论还提出了相关建议,以期为供应链环境下的企业在物流外包实践领域提供一个可供借鉴的运作模式与管理平台。
Operation outsourcing model represented by logistic outsourcing is an important method for enterprises to strengthen supply chain management and improve core competitiveness as well. Logistic concept and supply chain management thought enter China recently. Logistic outsourcing market is still in the process of exploring and improvement. Therefore, outsource operation, for most of the enterprises in our country, is a new concept. In practice, we often found that many enter prices don't understand outsourcing and dislike and fearing outsourcings. Even some companies that have carried out outsourcing operation failed at last because no ideal result reached. The decision makers don't understand the practical and theory of outsourcing operation. Blindness decisions lead to inefficiency management. Therefore, under the supply chain management environment, the whole process systematic studies play an important role for the improvement of our management level and rapid and health development in logistic industry.
This thesis first briefly reviews the current study result, and then analyses enterprises logistic outsourcing operation mechanism based on economic and management theories. Then, starting from the process and along the point of management function view, surrounding logistic outsourcing decision making, organizing, implement, controlling and risk management, the thesis study carefully the problems being encountered or negligent and bring forward the whole frame structure of enterprise logistic outsourcing operation system. To sum up, the content and conclusion of this thesis include the following points:
1. On the decision making stage of logistic outsourcing, based on the theory of transaction cost, analyses of self-operation, outsourcing and a series of system arrangement was made. Enterprises logistic management model was developed. Standard decision flow was put forward by case analyses. Outsourcing pattern through propriety rights and contract link is an ideal choice for those enterprises with specific industrial background and special requirement.
2. Major process and management key points are analyzed in the process of organizing and implantation of logistic outsourcing. Further study and my own view are made on the subject such as third party logistic service provider; organization and human recourses combination, tender invite public bidding management, etc.
3. The whole performance is checked and assessed on the three dimension of cost, service and strategic benefit. Outsourcing appraising indicator system and appraising model are established based on Fuzzy Mathematics.
4. Study on different stages and key points of logistic outsourcing are made. A frame of standardization that reflects the feature of the whole process is established. Enterprises will find a balance between the self-operations and outsourcing.
Case study on Bausch&Lomb Company is made with a view to enrich the logistic outsourcing operation system. Finally, according to the above analyses and conclusions, suggestions are made in order to supply an operation and management platform for the enterprise under the environment of logistic outsourcing operation.
本研究首先对已有的相关研究成果进行了简要回顾,然后以经济学和管理学中的相关理论为背景全方位地剖析了企业物流外包的运作机理。在此基础上,全文从过程的角度出发,以管理职能为主线,围绕企业在物流外包决策、组织和实施以及控制与风险管理过程中可能遇到或忽略的问题进行了详细分析,并由此提出了企业物流外包运作体系的整体框架。概括起来,本研究的内容和结论主要有以下几个方面:
(1)在物流外包决策阶段,以交易费用理论为基础分析了自营与外包及它们之间一系列的制度安排,拓展了企业的物流管理模式,提出了较为规范的物流外包决策流程,并通过案例分析,指出了以产权和契约纽带相联结的物流外包模式对一些具有特定行业背景和特殊需要的企业来说是一种比较理想的选择。
(2)分析了物流外包组织与实施过程中容易被企业忽视的关键环节和管理重点,对诸如选择第三方物流服务提供商、外包中组织与人力资源整合、招投标管理等问题进行了深入研究,并对此提出了独到的见解。
(3)从成本、服务和战略效益三个维度来衡量和考察物流外包的整体绩效,在此基础上确立了物流外包绩效评价指标体系并运用模糊数学方法建立了评价模型。
(4)对物流外包中的不同阶段和关键环节进行重点研究,并不是对它们进行简单罗列,而是为了能够将它们有机地结合起来,以此为契机建立一个能够反映物流外包全过程特点,并促使其规范化和制度化的整体框架,它将有利于企业在物流外包与自营的抉择中寻找到一种理性的平衡。
在理论研究的同时,本文对博士伦公司的物流外包实践进行了案例研究和分析,希望借此丰富和完善整个物流外包运作体系。最后,根据上述分析和结论还提出了相关建议,以期为供应链环境下的企业在物流外包实践领域提供一个可供借鉴的运作模式与管理平台。
Operation outsourcing model represented by logistic outsourcing is an important method for enterprises to strengthen supply chain management and improve core competitiveness as well. Logistic concept and supply chain management thought enter China recently. Logistic outsourcing market is still in the process of exploring and improvement. Therefore, outsource operation, for most of the enterprises in our country, is a new concept. In practice, we often found that many enter prices don't understand outsourcing and dislike and fearing outsourcings. Even some companies that have carried out outsourcing operation failed at last because no ideal result reached. The decision makers don't understand the practical and theory of outsourcing operation. Blindness decisions lead to inefficiency management. Therefore, under the supply chain management environment, the whole process systematic studies play an important role for the improvement of our management level and rapid and health development in logistic industry.
This thesis first briefly reviews the current study result, and then analyses enterprises logistic outsourcing operation mechanism based on economic and management theories. Then, starting from the process and along the point of management function view, surrounding logistic outsourcing decision making, organizing, implement, controlling and risk management, the thesis study carefully the problems being encountered or negligent and bring forward the whole frame structure of enterprise logistic outsourcing operation system. To sum up, the content and conclusion of this thesis include the following points:
1. On the decision making stage of logistic outsourcing, based on the theory of transaction cost, analyses of self-operation, outsourcing and a series of system arrangement was made. Enterprises logistic management model was developed. Standard decision flow was put forward by case analyses. Outsourcing pattern through propriety rights and contract link is an ideal choice for those enterprises with specific industrial background and special requirement.
2. Major process and management key points are analyzed in the process of organizing and implantation of logistic outsourcing. Further study and my own view are made on the subject such as third party logistic service provider; organization and human recourses combination, tender invite public bidding management, etc.
3. The whole performance is checked and assessed on the three dimension of cost, service and strategic benefit. Outsourcing appraising indicator system and appraising model are established based on Fuzzy Mathematics.
4. Study on different stages and key points of logistic outsourcing are made. A frame of standardization that reflects the feature of the whole process is established. Enterprises will find a balance between the self-operations and outsourcing.
Case study on Bausch&Lomb Company is made with a view to enrich the logistic outsourcing operation system. Finally, according to the above analyses and conclusions, suggestions are made in order to supply an operation and management platform for the enterprise under the environment of logistic outsourcing operation.
引文
5 C.K.Prahalad and Gary Hamel.The Core Competence of the Corporation.Harvard Business Review,1990(68)P:79-91
6 马士华,林勇.供应链管理.北京:机械工业出版社,2005年第2版P:37
7 马士华,林勇.供应链管理.北京:机械工业出版社,2005年第2版P:222-232
8 以上有关安泰达物流公司的信息及数据引自安泰达物流公司网站 http://www.attend-logistics.com.cn及骆温平,物流与供应链管理.北京:电子工业出版社,2002,10 P:65-70
9 参见李松庆.论企业如何选择第三方物流供应商.铁道物资科学管理,2004.1
10 霍佳震等.集成化供应链绩效评价体系及应用.北京:清华大学出版社,2005,1 P:153-154
11 有关物流外包合同内容的法律规定参考《中华人民共和国合同法》
12 张维迎.博弈论与信息经济学.上海:上海三联书店,上海人民出版社.2004,11 P:152
15 宋华.物流成本与供应链绩效管理.北京:人民邮电出版社,2007,1 P4-5
[1]C.K.Prahalad and Gary Hamel.The Core Competence of the Corporation[J].Harvard Business Review,1990(68):79-91
[2]Donald J.Bowersox,David J.Closs,Bixby M.Cooper.Supply Chain Logistics Management[M]McGraw-Hill,Inc.New York:2002
[3]马士华,林勇.供应链管理[M].北京:机械工业出版社,2000
[4]王淑云.物流外包的理论与应用[M].北京:人民交通出版社,2004
[5](美)Ronald H.Ballou,王晓东等译.企业物流管理——供应链的规划、组织和控制[M].北京:机械工业出版社,2002
[6]后锐,张毕西.企业物流模式及其动态选择机理[J].物流技术,2005,(2):77-79
[7]刘小群,马士华.供应链管理下物流外包的协作机制及其实现[J].管理学报,2005,(7):426-429
[8]杨文胜,李莉.第三方物流企业与物流外包企业的长期战略伙伴关系[J].企业经济,2004,(8):52-53
[9]李松庆.论企业如何选择第三方物流供应商[J].铁道物资科学管理,2004,(1):32-33
[10]刘小群,赖益凝.供应链管理下物流外包的动因、风险及其规避[J].商业经济与管理,2004,(3):27-29
[11]陈宝国.自营还是外包:企业物流外包决策分析[M].北京:中国财政经济出版社,2005
[12]刘志学,许泽勇.基于非对称信息理论的第三方物流合作博弈分析[J].中国管理科学,2003,(10):85-88
[13]许芳,桂学文,徐国虎.企业物流业务溢出下的外包博弈分析[J].物流科技,2004第27卷总第112期:42-44
[14]吴国通,高雷阜.层次分析法在选择第三方物流供应商中的应用[J].科学技术与工程,2005,(2):237-240
[15]魏众,申金生,陈继军.企业物流外包中选取物流供应商的应用研究[J].北京交通大学学报(社会科学版),2005,(6):32-35
[16]李松庆.第三方物流论:理论、比较与实证分析[M].北京:中国物资出版社,2005
[17]余福茂,肖亮.动态物流联盟系统规划技术研究[M].北京:航空工业出版社,2005
[18]张新,田澎.第四方物流及对物流规划功能的外包[J].工业工程与管理,2002,(2):38-40
[19]田宇.第三方物流项目管理[M].广州:中山大学出版社,2006
[20]田宇.第三方物流服务分包管理[M].广州:中山大学出版社,2006
[21]北京大学联泰供应链研究与发展中心.中国供应链现状:理论与实践[M].北京:北京大学出版社,2006
[22]王瑛,孙林岩.供应链物流平衡分析[M].北京:清华大学出版社,2005
[23]戈登·沃克(Gordon Walker),刘刚译.现代竞争战略[M].北京:中国人民大学出版社,2006
[24](英)盖伊(Gay,C.L),(英)艾辛格(Essinger,J.),华经译.企业外包模式[M].北京:机械工业出版社,2003
[25]王淑云.物流外包的效益及外包区域分析[J].公路交通科技,2004,(8):129-133
[26]刘彦平,王述英.西方第三方物流理论述评[J].中国流通经济,2003,(8):8-11
[27]李电生,刘凯,赵闯.企业物流外包的决策模型研究[J].北京交通大学学报,2005,(12):40-42
[28]徐贤浩,汤泽淋.基于风险矩阵的物流外包风险评估[J].物流技术,2005,(5):67-69
[29]刘小群,马士华.供应链战略性物流外包中的界面管理研究[J].工业工程与管理,2005,(6):83-88
[30]高鸿业.西方经济学(微观部分)[M].北京:中国人民大学出版社,2004
[31]骆温平.物流与供应链管理[M].北京:电子工业出版社,2002
[32]孙朝苑.企业物流成本与服务[M].北京:科学出版社,2005
[33](美)威廉姆森.治理机制[M].北京:中国社会科学出版社,2001
[34]霍佳震等.集成化供应链绩效评价体系及应用[M].北京:清华大学出版社,2005
[35]宋华.物流成本与供应链绩效管理[M].北京:人民邮电出版社,2007
[36]张维迎.博弈论与信息经济学[M].上海:上海三联书店,上海人民出版社,2004
[37]陈钊.信息与激励经济学[M].上海:上海三联书店,上海人民出版社,2005
6 马士华,林勇.供应链管理.北京:机械工业出版社,2005年第2版P:37
7 马士华,林勇.供应链管理.北京:机械工业出版社,2005年第2版P:222-232
8 以上有关安泰达物流公司的信息及数据引自安泰达物流公司网站 http://www.attend-logistics.com.cn及骆温平,物流与供应链管理.北京:电子工业出版社,2002,10 P:65-70
9 参见李松庆.论企业如何选择第三方物流供应商.铁道物资科学管理,2004.1
10 霍佳震等.集成化供应链绩效评价体系及应用.北京:清华大学出版社,2005,1 P:153-154
11 有关物流外包合同内容的法律规定参考《中华人民共和国合同法》
12 张维迎.博弈论与信息经济学.上海:上海三联书店,上海人民出版社.2004,11 P:152
15 宋华.物流成本与供应链绩效管理.北京:人民邮电出版社,2007,1 P4-5
[1]C.K.Prahalad and Gary Hamel.The Core Competence of the Corporation[J].Harvard Business Review,1990(68):79-91
[2]Donald J.Bowersox,David J.Closs,Bixby M.Cooper.Supply Chain Logistics Management[M]McGraw-Hill,Inc.New York:2002
[3]马士华,林勇.供应链管理[M].北京:机械工业出版社,2000
[4]王淑云.物流外包的理论与应用[M].北京:人民交通出版社,2004
[5](美)Ronald H.Ballou,王晓东等译.企业物流管理——供应链的规划、组织和控制[M].北京:机械工业出版社,2002
[6]后锐,张毕西.企业物流模式及其动态选择机理[J].物流技术,2005,(2):77-79
[7]刘小群,马士华.供应链管理下物流外包的协作机制及其实现[J].管理学报,2005,(7):426-429
[8]杨文胜,李莉.第三方物流企业与物流外包企业的长期战略伙伴关系[J].企业经济,2004,(8):52-53
[9]李松庆.论企业如何选择第三方物流供应商[J].铁道物资科学管理,2004,(1):32-33
[10]刘小群,赖益凝.供应链管理下物流外包的动因、风险及其规避[J].商业经济与管理,2004,(3):27-29
[11]陈宝国.自营还是外包:企业物流外包决策分析[M].北京:中国财政经济出版社,2005
[12]刘志学,许泽勇.基于非对称信息理论的第三方物流合作博弈分析[J].中国管理科学,2003,(10):85-88
[13]许芳,桂学文,徐国虎.企业物流业务溢出下的外包博弈分析[J].物流科技,2004第27卷总第112期:42-44
[14]吴国通,高雷阜.层次分析法在选择第三方物流供应商中的应用[J].科学技术与工程,2005,(2):237-240
[15]魏众,申金生,陈继军.企业物流外包中选取物流供应商的应用研究[J].北京交通大学学报(社会科学版),2005,(6):32-35
[16]李松庆.第三方物流论:理论、比较与实证分析[M].北京:中国物资出版社,2005
[17]余福茂,肖亮.动态物流联盟系统规划技术研究[M].北京:航空工业出版社,2005
[18]张新,田澎.第四方物流及对物流规划功能的外包[J].工业工程与管理,2002,(2):38-40
[19]田宇.第三方物流项目管理[M].广州:中山大学出版社,2006
[20]田宇.第三方物流服务分包管理[M].广州:中山大学出版社,2006
[21]北京大学联泰供应链研究与发展中心.中国供应链现状:理论与实践[M].北京:北京大学出版社,2006
[22]王瑛,孙林岩.供应链物流平衡分析[M].北京:清华大学出版社,2005
[23]戈登·沃克(Gordon Walker),刘刚译.现代竞争战略[M].北京:中国人民大学出版社,2006
[24](英)盖伊(Gay,C.L),(英)艾辛格(Essinger,J.),华经译.企业外包模式[M].北京:机械工业出版社,2003
[25]王淑云.物流外包的效益及外包区域分析[J].公路交通科技,2004,(8):129-133
[26]刘彦平,王述英.西方第三方物流理论述评[J].中国流通经济,2003,(8):8-11
[27]李电生,刘凯,赵闯.企业物流外包的决策模型研究[J].北京交通大学学报,2005,(12):40-42
[28]徐贤浩,汤泽淋.基于风险矩阵的物流外包风险评估[J].物流技术,2005,(5):67-69
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