英国物流外包本科毕业论文:CRITCAL SUCCESS FACTORS FOR LOGISTICS OUTSOURCING
论文作者：留学生毕业论文论文属性：dissertation
论文字数：7080论文编号：org201008141013038206语种：English地区：U.K.价格：免费论文
关键词：英国物流外包本科毕业论文LOGISTICS OUTSOURCING
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CRITCAL SUCCESS FACTORS FOR LOGISTICS OUTSOURCING
LIU HU
Preface
Outsourcing -----the edge tool of competition for company.
With the globalization of business, customers demand faster deliveries, more innovation, lower total costs and a perfect quality; under the increasingly cruel fact organization seeks for strong competitive advantages in order to survive. As a result, more and more non-core logistics business are outsourced to outside provider(Logistics service providers-LPSs).however, what is the non-core business, what kind of business need to outsourced, how value is added-value to customer and how can the organization acquire competitive advantages in order to become a successful player in the marketplace. What kinds of factors impact it?
In this thesis analysis the factor that impact to logistics outsourcing. To analysis this question, the thesis giving the successful factors from a case studies.
Liu Hui
Chapter 1 Introduction 5
Chapter 2 logistic and logistics outsourcing 6
2.1 Definitions of logistics 6
2.2 From logistics to logistics outsourcing 6
2.3 The definition of outsourcing 7
Chapter 3 Key drivers for logistics outsourcing 9
3. 1 Globalization 9
3. 2 Supply chain 9
3.3 Information technology 10
Chapter 4 logistic service provider LSPs 11
4.1 Definitions 11
4.1.1 1st Party-logistics (1PL) 11
4.1.2 2nd Party-logistics (2PL) 11
4.1.3 3rd Party-Logistics (3PL) 11
4.1.4 4TH Party-Logistics(4PL) 12
4.2 Classifications of logistics service providers 12
4.3 Differentiates the area of competence of LSPs 13
Chapter 5 Types of outsourcing 16
5.1 Business Process Outsourcing (BPO) 16
5.2 Information Technology Services Outsourcing (ITO) 16
5.3 Knowledge Process Outsourcing(KPO) 16
Chapter 6 The critical success factors for logistics outsourcing 18
6.1 Corporation’s factors 18
6.1.1 Precondition -EDC .ECC, ELEB 18
6.1.2 Repeat review 19
6.1.3 Monitoring 20
6.1.4 Right expectations 20
6.1.5 Evaluation and selection partner 20
6.1.6 Identifying the item of service required 21
6.2 LPSs’s factor 21
6.2.1 Flexibility 22
6.2.2 Value-added outsourcing 22
6.2.3 Innovation 22
6.2.4 Technology support requirement 23
6.3 Two parties’s factor 23
6.3.1 Communication on all levels 23
6.3.2 Information flows 23
6.3.3 Joint design of the alliance all levels 24
Chapter 7 Risks factors 25
7.1 Reasons for not outsourcing 25
7.1.1 General 25
7.2.1 In-house Inefficient Management 25
7.2.2 Multiple outsourcing 26
7.2.3 Loss control 26
7.2.4 Dependence on the Provider 27
7.2.5 Hidden cost 27
7.3 reduction risks 28
7.3.1 Performance measurement 28
7.3.2 Keep independency 28
7.3.3 Information Sharing 28
7.3.4 Identify risks 29
Chapter 8 Conclusion and recommendation 30
Chapter 1 Introduction
With the globalization of business, customers demand faster deliveries, more innovation
, lower total costs and a perfect quality; under the increasingly cruel fact organization seeks for strong competitive advantages in order to survive. As a result, more and more attention is given to logistics aspect.
Total cost of logistics is a significant cost, in most organization, the cost range from 5% to 35% of sales and this percentage continue to rise as a result of growing logistics complexity, changing order profiles, satisfied customer demand. This trend is a clear call for action-logistics executives must get these growing logistics costs under control to drive millions of dollars to the bottom line. Organization wish to win advantage of competitive, one should provide with a high-class logistics supply chain.
Traditionally, organization have been made logistics active themselves, but the Changing in the industry has set new demand on efficiency, effectiveness, cost and service levels. As a consequence of the complexity firms started to collaborate with logistics outsourcing company, outsource certain business to subcontractors such as 3PL companies. 3PL has been more synthetically by horizontal and vertical integration for their competitors and supplier (the need and requirements for a 4PL service provider, 2008, Anna).Moreover, an evolution of outsourcing has a new business model- 4PL. 4PL are quite different. Various companies offer services under the label “4PL”. Main characteristic of a 4PL is the organization of complete supply chain solutions without owning any physical infrastructure or assets. The “4PL” is an integrator who acts neutrally without being affected by any actor within the supply chain. The 4PL focuses on IT, business (re)engineering and logistics consulting. The 4PL connects several geographically different “3PL” chains to one global integrated value-added chain. The 4PL offers integrated IT solutions, which enable coordination of different “3PL” providers. ( Categories of Logistics—Development from 1PL to 5PL)
The future trends on supply chain are impacted by globalization, short product life cycle, exacting customer demands, and the technology innovation. As a result, more and more business is outsourced to logistics service providers. Although the outsourcing activates towards logistics service providers, it is difficult to meet customer’s requirements. Thus, logistics service providers are looking for a competitive advantage by adding value to their customer (the need and requirements for a 4PL service provider, 2008, Anna)
.
1. Appendix I:
Mini case studies
(www.ryder.com, Nissan Motor Manufacture In UK)
Nissan Motor Manufacture In UK collaborating with Ryder
“Today, Nissan Motor Manufacturing UK (NMUK) is Europe’s most productive car plant. For over a decade Ryder has played a key role in helping them achieve this. Back in 1991 when UK production was running at 145,000 cars per year, Nissan realized that substantial cost benefits and working efficiencies could be achieved by collecting products from their suppliers rather than letting suppliers deliver them.
With a combination of relevant experience, logistics expertise and value pricing, Ryder was awarded the contract to implement and manage a collection service and within a few months, a pilot scheme across 31 suppliers brought real benefits that have helped improve production efficiency both for Nissan and their suppliers.
As well as significantly lower costs, Nissan gai
ned substantial Just-In-Time benefits. More frequent deliveries to the Nissan factory reduced the amount of stocks needed. Suppliers’ output became more closely linked to Nissan’s needs. Stock at suppliers was reduced with the effect that any fundamental quality concerns, mis-labeling or other production problems were quickly discovered.
Furthermore, efficient and reliable reporting of all material in transit revealed any supply problems up to two days earlier than previously, giving Nissan more time to resolve the problem. Chris Too-Chung, Logistics Controller NMUK, agrees that it is a business partnership that has worked out extremely well. "Right from the very beginning, Ryder built up a high level of trust by providing a consistently high level of service." Since then, Ryder’s service has kept pace with Nissan’s rapid expansion and pro-actively anticipates their continuous need for strict cost controls and quality systems. This includes managing a supplier base that has expanded almost every yearhttp://www.51lunwen.org/logistics/ throughout the nineties. In 1999, bar coding of parts was introduced and deliveries increased to nine times every 24 hours. Today Ryder’s fleet of 102 trailers and 32 tractor units travels some 180,000km, collects from 91 suppliers and makes over 190 deliveries each week. Which providers are right for the job?”
Ryder, depend on their experts and rich experiences build up a reputation on transportation and supply chain solution for the bottom linen. From Bristol to Budapest, over 1,000 companies partner with us to keep their business moving forward. When eagle started searching for a third party logistics partner, Ryder already had a distinct advantage, having spent almost 15 years providing a similar service for other company.
Services include:
Delivery of production, service and
export parts
Order Processing
Order Management
Order Tracking
Order Configuration (to line side
requirements)
Supply Chain Scheduling
Supplier Management
Management Reporting
Continuous Improvement
At a time when price competition among car manufacturers is at an extreme level, the additional efficiencies Ryder brings are essential in helping Nissan provide their customers with leading value specifications across their Micra, 英国物流论文Primera and Almera ranges.”
Nissan’s case shed light on the benefits that the result of successful-implement logistics outsourcing. The Nissan is not only gain benefits but also Ryder. When they enjoy the successful gladness considering, what lead the logistics outsourcing was successful?
2. List of Reference
The need and requirements for a 4PL service provider,2008 ,Anna
Categories of Logistics—Development from 1PL to 5PL
Alan Rushton, Phil
Crucher, Peter Baker The handbook of logistics and distribution management part1: page 4.
Alan Rushton, Phil Crucher, Peter Baker The handbook of logistics and distribution management part1: page 4
Logistics technology, author: unknown
Bart Vannieuwenhuyse, Lecture of November, 8&9, 2006The slides of
Purchasing and Outsourcing Management
International logistics and supply chain outsourcing, Alan Rushton and Steve Walker
The condition for logistics outsourcing, Su xuanliang,Lu yiwei 2005-04-18.Shanghai Logistics)
Alan Rushton and Steve Walker international logistics and supply chain outsource ,p331)
Alan Rushton and Steve Walker p318
(Alan Rushton and Steve Walker international logistics and supply chain outsource ,p391
Alan Rushton and Steve Walker.301
Keeney and Raiffa, 1976http://www.51lunwen.org/logistics/
V. Belton and T.J.
Stewart, Multiple Criteria Decision Analysis: An Integrated Approach, Kluwer
Academic Publisher (2002).
Alan Rushton and Steve Walker international logistics and supply chain outsource ,p108
Alan Rushton and Steve Walker international logistics and supply chain outsource ,p312
By Greg Aimi logistics outsourcing: what it takes to succeed.
Chuanxu
Wang, Amelia C. Regan,2003 Risks and Reduction Measures in Logistics Outsourcing
Learning risks and decrease risks become
Lynch, C. F (2002) Price vs. value: The Outsourcing
Conundrum, Logistics Management & Distribution Report, 41(2), p 35
Wang & Regan Risks and Reduction Measures in Logistics Outsourcing)
.
Alan Rushton and Steve Walker international logistics and supply chain outsource ,p291
3 List of electronic reference
http://www.wisegeek.com/what-is-outsourcing.htm
http://www.sourcingmag.com/content/what_is_outsourcing.asp
http://searchcio.techtarget.com/sDefinition/0,,sid182_gci212731,00.html
http://www.webpronews.com/topmews/2005/06/10/outsourcing-offshore-supply-chain-management-what-it-is-and-what-it-isnt)
http://www.roseindia.net/services/outsourcing/types-of-outsourcing.shtml
http://www.kpoasia.com/
http://www.sourcingmag.com/dictionary/Value-added_outsourcing-216.htm
http://do.chinabyte.com/406/8230906.shtm
http://en.wikipedia.org/wiki/Risk_management
