第三方物流與逆向物流畢業(yè)論文外文資料翻譯

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1、3PL primer for business success and Reverse Logistics What is 3PL?More and more organizations worldwide want to develop products for global markets. At the same time , they need to source materials globally to be competitive. One of today ’ s trends to solve this problem is outsourcing logisti

2、cs or using third-party- logistics (3PL) to manage complex distribution requirement. Outsourcing of logistics tasks and supply chain responsibilities is a dynamic model. The most interesting aspects than companies-manufacturers,retailer, wholesalers, and distributors-are turning over parts of the

3、ir supply chain to firms that have their roots as commodity service providers. Firms that know ocean shipping, forwarding, warehousing, or trucking are now handling and, in some cases, managing broad domestic and international logistics activities.。 3PLs, regardless of how experienced in outsourcin

4、g, face common challenges to prime their market and keep it primed. These include: Define yourself. How do you see yourself and your company? This is an important question. It frames who you are and how you present and position yourself in the market. Are you an ocean carrier with a 3PL service op

5、tion? Are you a warehouse with a 3PL service? Or are you a logistics service provider with a strong shipping, transport, warehouse or forwarding capability? There is substantial difference between these two views, a difference that affects how you position yourself and how you are perceived in the m

6、arket. Doing the same or similar activities better than competitors. Management tools--such as benchmarking, partnering, reengineering and change management, for example--are means that let companies reduce costs and achieve performance improvements. They are necessary to sustaining competitivene

7、ss. But they can also be temporary achievements, as competitors work to mimic programs that work. Strategy is how you differentiate your company in the marketplace. It is what makes you unique and separates you from the competition. Positioning can reflect the customers you target, the type of ser

8、vice you provide or a blend of customers and service. For example, a strategy can be based on all importers and providing one-stop shopping. A strategy can be sliced for importers who bring in less than 500 containers per year; this is a different segment than the broad approach of targeting all imp

9、orters or even all large importers. Or a different strategy is focus on importers of less than 500 containers who are distributors/ wholesalers to mass merchandisers and large retailers. With the strategy, you can assemble the resources and approaches needed for the market that you have selected.

10、 Have outstanding management. Management is often what separates outstanding companies from the also-rans. It requires a leadership who has a sustainable vision, its processes, goals and methodology. They have an entrepreneurial mindset. These people are proactive, not reactive. These leaders see th

11、e logistics service, not the freight, warehouse or other assets employed. They see the supply chain process, not the transactions. All this separates them from executive caretakers who can flip-flop with management de jour approaches, indifference or quick fixes to growth, positioning and profits. I

12、nvestors realize how critical outstanding management is to a companys success and so should the 3PL. These executives can break the company from its commodity service origins into being a value service provider. Research the market. For your marketing plan, you need to understand your market. Depe

13、nding on your market position you may be looking for general or specific information as to opportunities or issues, with the market or with you. Define the market; define your customer. Look at the market you compete in. See its composition, size, trends and needs. Use internal and external data and

14、 additional research as needed. Find customers; who are they; who makes decisions; what decisions are made; how are they made, why are they made, what external factors exist for customers; and how are you perceived as compared to competitors. Learn if you are visible in this market. And remember, cu

15、stomers are both new and existing, with changing needs. Assess your capabilities. This is a moment of truth. You must honestly assess your strengths and weaknesses, your capabilities and limitations. This applies to all parts of your company, regardless of whether corporate office, division or fie

16、ld locations or partners/alliances and regardless whether domestic or international. The checklist of topics includes: Look at your structure as to vertical, horizontal or matrix. It should reflect the usual organization reporting arrangement. And, more importantly, it should support the means to

17、providing a dynamic, ongoing logistics service with successful results. Skill sets. You want to establish yourself as a supply chain service solution provider, someone who will develop a tailored logistics program to fit the specific needs of each customer. Solution providers see the container-an

18、d more. They see pallets of product-and more. They know it is about the process, not the container or pallet. 3PLs initially focus on investing in assets, warehouses and technology, without knowing how these fit into 3PL solutions. This approach 3PL primer for business success constructs ans

19、wers without knowing the questions. Rather, the successful 3PL sells, design and manages customized logistics in an international or domestic venue. The issue then becomes whether existing personnel are capable of selling logistics and supply chain solutions. A holistic sales approach is needed f

20、or 3PLs than for commodity service providers. Commodity sales personnel often deal with the customer perspective of the need to manage costs. Yet the customer has additional accountabilities. 3PL sales personnel need to address the customers supply chain accountability scope. The accountability scop

21、e is 90% of the customer attention span as compared to the 10-25% that freight or warehousing cost is. 3PLs must focus on the 90%, not the 10-25%, to gain business. Firms need training to facilitate these skills. Staffing is often built with existing personnel who have sales and operations experi

22、ence with the commodity service parent company. 3PLs, not surprisingly, find that even with training, and with continuous performance monitoring afterward, less than 10% of the sales force can make the mindset change to sell logistics. As a result, they may employ non-shipping people to do logistics

23、 selling. They draw on outside firms with people who have real world supply chain knowledge and experience to sell and assist with designing and managing integrated logistics programs. Other. There are other points to recognize as to process design capability, people, technology, budget, sales ta

24、rgets and advertising. The overseas network, where applicable for international 3PLs, is a key factor. Conclusion. The ongoing challenge for 3PLs is to successfully design, sell and manage a logistics solution with easily monitored metrics and accountability. Consider the high rate of outsourcing

25、failures. Causes ranging from a rush to procure business and not understanding the process and requirements to some 3PLs converting back into a commodity service. This conversion defeats the very purpose of the 3PL. Outsource service providers seek competitive advantage; they know that preserving co

26、mpetitive advantage is an ongoing challenge. At a company that does not operate reverse logistics any item that has been returned from a customer may be received into the warehouse and stored until it is examined by the quality department or scrapped, this could be hours days or months. Not only d

27、oes this scenario use precious warehouse space, but it fails to address the potential benefits of repairing items for customers or refurbishing returns for potential resale. Both of these options can turn the loss due to the cost of disposal into a profit for your company as well as improving custom

28、er satisfaction. The value added processes that are performed on customer returns, as well as the whole returns process, have been described by the term “Reverse Logistics”. This process covers the method by which items are returned from the customer and the processing of the returns by servi

29、cing and returning to the customer, putting the material back into stock or refurbishing the items for resale. process has now become an important part of the processing that takes place in the warehouse. Helping The Customer When a customer receives an item from your company that are unha

30、ppy with and then has to return the item, their satisfaction with your company would have decreased. If your company then has a poor returns process whereby there are hurdles in retuning the item such as paying for shipping, or restrictive freight carriers, delays in issuing a refund, etc., your cou

31、ld lose the customers business in the future. The first step of a best practice implementing a reverse logistics solution, would be to supply the customer with a return label, when the item is shipped, that includes the customers order number in barcode form so that you can inform the customer a

32、s to when the item is received in the warehouse. The receipt could also trigger a replacement or credit memo to be processed. Communication is crucial in keeping the customer happy. Warehouse Operations Customer returns can arrive at the warehouse without prior knowledge or authorization. T

33、his can cause capacity issues with warehouse resources as warehouse managers try to plan their resources based on the inbound and outbound deliveries in the system. When returns arrive they can take a long time to process as information has to be found about the item and this wastes resources. By

34、having a package with a barcode label, the warehouse does not have to spend any time investigating the details on the return. The item can then be placed in a location specifically for returns processing. Refund, Restock, Refurbish When the returned item is inspected, the quality department can

35、determine whether the item is suitable for a customer refund. By inspecting the item the quality inspector can identify whether the item is covered by the returns policy, if not then a refund should not be processed. Many companies automatically refund the customer despite a different item being re

36、turned. If the quality department inspect the item and find it to be sub-standard, then a replacement or refund can be issued to the customer. However, if the quality department finds that the item can be repaired and resold this can create revenue for the company. Items should not be scrapped just

37、because they are returned. Many items are returned because the packaging is damaged and these items can be repackaged and placed back into stock. Cosmetic imperfection on an item may not be able to be corrected, but the item still could be sold as a second and generate revenue. Recycling A face

38、t of the reverse logistics process is that companies should offer end of life recycling for items they sell. When a customer purchases an appliance such as a washing machine and it reaches the end of its service life, the customer will often not know how to deal with that item. Your company should r

39、eview how it deals with this type of situation. Many items that are sold contain toxic components, such as heavy metals and as consumers become more environmentally knowledgeable. They are more concerned about the effects of dumping items on landfills and companies are beginning to offer a recycling

40、 program where consumers can send items back when their service life has ended. A benefit of this for your company is that the recycling of items can lead to a small revenue stream, especially in recycling certain metals. Although this may not be a major source of revenue it may offset the cost of

41、disposing of toxic items, and the customer goodwill would be significant. 第三方物流與逆向物流 什么是第三方物流？愈來愈多的世界國際組織想要建立全球的產(chǎn)品市場，與此同時，他們在競爭中需要全球的資源來源?，F(xiàn)今解決這一問題的是物流外包業(yè)務(wù)和運用第三方物流，運用這兩個方式來為這項目標(biāo)服務(wù)、貢獻。 物流外包和供應(yīng)鏈的責(zé)任是一個動態(tài)的模型,令人最感興趣的方面是，企業(yè)，制造商，零售商，批發(fā)商和分銷商，都談到了其部分的供應(yīng)鏈，其根源都在

42、于商品服務(wù)的供應(yīng)商。公司都知道遠洋運輸，轉(zhuǎn)運，倉儲，貨運，在處理這些時， 在某些情況下，要管理廣泛的國內(nèi)和國際的物流活動。 第三方物流，不論如何有經(jīng)歷的物流外包業(yè)務(wù)，都面臨共同的挑戰(zhàn)，最主要的是市場，和保證市場的占有率,并保存最佳時期狀態(tài) 。這些措施包括： 自我定位，你如何看待你和你的公司關(guān)系的？這是一個重要問題。這針對于 你是誰，以及如何確定自己目前在市場上的地位。你是不是一個海運承運人與第三方物流服務(wù)的選擇？你是否適合一個倉庫，以及第三方物流服務(wù)？或者你是 否是具有強烈航運、運輸、倉庫或轉(zhuǎn)發(fā)能力的物流服務(wù)供應(yīng)商？這兩種觀點在實質(zhì)上有很大的差異，這將影響到如何為自己定位和你看待市場的

43、看法 。 制定戰(zhàn)略 ，混亂的業(yè)務(wù)有時在業(yè)務(wù)療效和戰(zhàn)略之間，做業(yè)務(wù)療效相同或類似的活動要優(yōu)于競爭對手。在重組和變革管理工具中，例如使企業(yè)降低成本，并實現(xiàn)業(yè)績的改善。在維持競爭力時這是必要的。但是，他們也可以是暫時的成就， 還可以在工作中模仿競爭對手的工作程序。 戰(zhàn)略就是你如何區(qū)分你的公司在市場上的目標(biāo)份額。具體的戰(zhàn)略可以使你 在競爭中保持獨特和在競爭環(huán)境中脫穎而出。定位可以反映你的目標(biāo)客戶服務(wù)類型，或你所提供的混合客戶服務(wù)。例如，戰(zhàn)略可以基于所有進口商提供一站式購物。戰(zhàn)略可以為進口商帶來不少于500 張的訂單，這是與所有的出口商甚至更大出口的廣泛的目標(biāo)是不同的。不同的策略是專注于大賣

44、場或 型零售商和每年訂單不少于500張的進口商的，利用這一戰(zhàn)略，你就可以組裝資源和你所選擇市場所需的運營方法。 有出色的管理，管理往往是優(yōu)秀的公司的出色之處。它需要在管理過程中擁有可持續(xù)目標(biāo)和方法眼光的領(lǐng)導(dǎo)，他們有企業(yè)家的心態(tài)。還有這些人是主動的，而不是被動。這些領(lǐng)導(dǎo)人看重的是物流服務(wù)水平，而不是倉庫或其他資產(chǎn)的使用 費用。他們認為，供應(yīng)鏈的進程不只是交易的過程，它們的每一個環(huán)節(jié)都實行分開執(zhí)行管理，這一過程不在乎業(yè)績的增長和利潤。投資者認識到關(guān)鍵的優(yōu)秀的管理是一個公司也應(yīng)該是第三方物流的成功之處。這些措施能夠打破該公司傳統(tǒng)的服務(wù)方式，成為一個有價值的服務(wù)供應(yīng)商。 研究市場，為了制

45、定 你的營銷計劃，你需要了解你的市場。根據(jù)你的市場地位，你可以尋找一般或特定的信息或問題的機會， 考察市場積極的與你所考察的市場進行溝通，確定市場，并且定義你的客戶。了解你所競爭的市場，了解他的組成、 規(guī)模、 趨勢和需求。使用內(nèi)部和外部的數(shù)據(jù)和進一步的研究需要的資源。尋找客戶，看看他們是誰，誰作出的決定，作出什么決定，他們是如何做出決定的，為什么他們作出這樣的決定， 存在影響客戶的外部因素是什么，與競爭對手相比你的能力如何，了解你是否可以進駐這個市場， 同時請記住，隨著需求的不斷變化，客戶都是新的和現(xiàn)有的 。 評估你的能力， 這是一個關(guān)鍵時刻，你必須誠實地評估你的長處和短處，你的能力和

46、局限性。這適用于你公司的所有部分（不論是公司辦公室、分部或外地地點或合作伙伴/聯(lián)盟和無論國內(nèi)或國際 ）清單議題包括： 組織、了解你的結(jié)構(gòu)是縱向、橫向的還是矩陣的。它應(yīng)反映正常組織報告的安排。同時，更重要的是，它應(yīng)該支持提供了一個動態(tài)的、持續(xù)的物流服務(wù)與提供成功結(jié)果的手段 。 技能組合，你要成為是自己建立供應(yīng)鏈服務(wù)解決方案的提供商，即是制定一項專門的物流項目，以適應(yīng)每一個客戶的具體需要。解決供應(yīng)商方案、了解集裝箱、 容器的情況等等。他們了解托盤的產(chǎn)品和其他的更多的托盤，他們知道這是對 有關(guān)過程的了解，而不是對集裝箱或托盤。 3PL首先著眼于資產(chǎn)投資、倉庫和技術(shù)，不知道如何適應(yīng)第

47、三方物流解決方案，不知道如何確立自己的構(gòu)造方案。相反，成功的第三方物流公司，設(shè)計和個性化的物流管理在國際或國內(nèi)的地位。這個問題就成為現(xiàn)有人員是否有銷售物流及供應(yīng)鏈解決方案 的能力 。 整體銷售的辦法是需要3PL超過商品服務(wù)供應(yīng)商。商品銷售人員經(jīng)常處理顧客需要管理成本的前景問題。然而，客戶有更多的責(zé)任。第三方物流的銷售人員需要解決客戶的供應(yīng)鏈問責(zé)制范圍。問責(zé)范圍90％的客戶注意力相對集中在 10-25％的運費或倉儲費用上。為了獲得的業(yè)務(wù)，3PL必須集中于90％，而不是10-25％ 。 為了促進這些技能，公司需要培訓(xùn)，工作人員常常與現(xiàn)有的有銷售和運營經(jīng)驗的人員和商品服務(wù)的母公司建立聯(lián)系

48、。3PL，這一現(xiàn)象并不奇怪，因為他發(fā)現(xiàn)即使在訓(xùn)練過程中，并在連續(xù)執(zhí)行的情況監(jiān)測之后，也只有不10％的銷售人員，他們的心態(tài)可以改變成為以物流的性質(zhì)進行銷售。因此，他們可以聘請非航運人民做物流銷售，他們利用外部公司（具有真正的全球供應(yīng)鏈的知識和經(jīng)驗）的人 來銷售，并協(xié)助設(shè)計和管理的綜合物流方案。 還有其他方面的因素要去考慮，如工藝設(shè)計能力、人才、技術(shù)、預(yù)算、銷售目標(biāo)和廣告等。對國際3PL合用的海外聯(lián)絡(luò)網(wǎng)絡(luò)，是一個關(guān)鍵因素。 目前3PL的挑戰(zhàn)是成功設(shè)計、銷售和管理物流解決方案，輕松地監(jiān)測指標(biāo)和問責(zé)制，考慮率高的問題，外包失敗。原因是急于采購業(yè)務(wù)，不理解其過程，又急于轉(zhuǎn)換到一個商品的服務(wù)，

49、這個轉(zhuǎn)換失敗的根本原因是第三方物流。外包服務(wù)供應(yīng)商尋求競爭優(yōu)勢，他們知道保持競爭優(yōu)勢，是一項持續(xù)的挑戰(zhàn)。 在一家公司工作不逆向物流已返回從客戶可接收到倉庫和存儲，直到它由質(zhì)檢部門檢驗或報廢的任何項目，這可能是小時，天或數(shù)月。這種情況不僅不使用寶貴的倉庫空間，但它未能解決的項目，為客戶修理或翻新的潛在轉(zhuǎn)售回報的潛在好處。 這兩個選項可以打開處置成本為您的公司，以及提高客戶滿意度的利潤損失。的附加值，對客戶的回報，以及整個過程返回執(zhí)行過程，已通過“逆向物流”一詞描述。 這個過程包括哪些項目是從客戶和回報處理服務(wù)和返回給客戶，把庫存材料或翻新轉(zhuǎn)售的項目返回的方法?；胤颠M程現(xiàn)已成為處理的

50、地方，在倉庫的一個重要組成部分。 幫助客戶 當(dāng)顧客收到貴公司的項目不滿，然后有返回的項目，他們與貴公司的滿意度會有所下降。如果您的公司低回報有一個過程，即有重新調(diào)整的項目，如支付運費，或限制貨運車輛，延誤簽發(fā)退款等障礙，你可能會在未來失去客戶的業(yè)務(wù)。 首先實施逆向物流解決方案實踐的最好的第一步，將成為以提供第一返回標(biāo)簽，當(dāng)該項目被運回，包括客戶的條碼形式的訂單數(shù)量，使你可以告知以客戶的客戶 時，在倉庫項目。收據(jù)還可能引發(fā)更換或貸項通知單進行處理。 溝通是保持客戶滿意的關(guān)鍵。 倉庫操作 客戶退貨到達倉庫無先驗知識或授權(quán)。這可能會導(dǎo)致倉庫經(jīng)理嘗試規(guī)劃自己的資源，根據(jù)系統(tǒng)中的入

51、站和出站的交貨倉庫資源的能力問題。返回到達時，他們可能需要很長一段時間，處??理信息必須符合有關(guān)的項目，這浪費資源。通過與條形碼標(biāo)簽有一個包，倉庫沒有花費任何時間，調(diào)查的細節(jié)上的回報該項目可以被放置在退貨處理具體位置。 退款，補貨，翻新 當(dāng)返回的項目進行檢查，質(zhì)量部門可以決定項目是否適合客戶退款 通過檢查該項目的質(zhì)量檢查可確定該項目是否被覆蓋的退貨政策，如果沒有則不應(yīng)處理退款。許多公司自動退還客戶，盡管不同的項目被退回 如果質(zhì)量部門的檢查項目，并發(fā)現(xiàn)它是不合標(biāo)準的，然后更換或退款，可以向客戶發(fā)出。但是，如果質(zhì)量部門認為該項目可以修理和轉(zhuǎn)售，這樣可以為公司創(chuàng)造的收入。項目不應(yīng)當(dāng)報廢的，只

52、是因為他們返回。 許多項目都因為包裝損壞，這些項目可以重新包裝，并放入庫存回返回。 美容項目上的缺陷可能不能夠得到糾正，但該項目仍然可以作為第二銷售和創(chuàng)收 回收 逆向物流過程中的一個方面是，公司應(yīng)該為他們賣的項目提供結(jié)束生命回收 當(dāng)顧客購買家電，如洗衣機和它達到其使用壽命結(jié)束時，顧客往往會不知道如何處理該項目 貴公司應(yīng)檢討如何處理這種情況。 出售的許多項目含有有毒成分，如重金屬，隨著消費者變得更環(huán)保知識淵博。 他們更關(guān)心傾倒在垃圾填埋場和企業(yè)的項目已經(jīng)開始提供了回收計劃，消費者可以發(fā)送項目時，其使用壽命已經(jīng)結(jié)束的影響。 為貴公司的好處是回收項目可以導(dǎo)致一個小的收入來源，特別是在某些金屬回收。雖然這可能不是一個主要的收入來源，它可能會抵消有毒物品的處置費用，客戶商譽將是顯著的 doing the same or similar activities better than competitors. Management tools--such as benchmarking, partne