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英语翻译原文 文档.docx

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英语翻译原文文档

本科生毕业设计（论文）外文翻译

毕业设计（论文）题目：

企业物流计划与控制的研究

外文题目：

ApplicationofCollaborativeTransportationManagement

toGlobalLogistics:

AnInterviewCaseStudy

译文题目：

全球物流应用协同运输管理：

面试为例

学生姓名：

林巧智

专业：

物流工程0801班

指导教师姓名：

冯欣

评阅日期：

InternationalJournalofManagementVol.24No.4December2007623

ApplicationofCollaborativeTransportationManagement

toGlobalLogistics:

AnInterviewCaseStudy

Chcng-MinFeng

NationalChiaoTungUniversity,Taiwan

Cliien-VunYuan

NationalChiaoTungUniversity,Taiwan

Globallogisticsinbusinessoperationisplayingacriticalroleinrespondingtothechangingmarketdemandinaworldofglobalizationandmasscustomization.Theefficiencyofglobaldistributionholdsthekeytosuccessininternationaltrade.Notonlyiscollaborativetransportationmanagement（CTM）anewcollaborationstrategybetweentheshipperandcarrier,itisalsoanewbusinessmodel.ThispaperpresentsadescriptivecasestudyontheapplicationofCTMtobusinessgloballogistics.In-depthinterviewswereconductedwithrespondentsfrommultinationalelectronicmanufacturingservice（EMS）corporationsandtransportationlogisticsser\'iceproviders.Ouranalysisrevealsthatthird-part-logistics（3PL）serviceprovidersplayanimportantroleinglobalsourcingofmultinationalcorporations.IntegratingCTMwithenterpriseresourceplanning（ERP）viainformationtechnology（IT）canfacilitatetransportationcapacityplanningandachievepromptdeliverywithintheshortesttimepossible.ThepositiveimpactofCTMonbusinesslogisticsenablesenterprisestogaincompetitiveadvantageintheglobalbusinessarena.

1.Introduction

Theriseofregionaleconomiesaroundtheworldaswellasthedevelopmentofglobalizationhascausedthesupplychaintofaceproblemssuchasglobalsourcing,cross-countryproduction,diverseneedsofcustomers,shortproductlifecycle,demandforrapiddelivery,frequentorderplacement,reducedprocurementquantity,highlogisticscostanddiminishedrevenues.Hence,efficiencyinglobaldistributionisthekeytosurvivalandsuccessundertheintenselycompetitivebusinessenvironment,whichdemandsadequateproductsupply,rapiddeliveryandlowinventory.Growingtrendofmasscustomizationande-commerceareforcingmanufacturersandretailerstoshortentheirplanningcyclesanddeliverytime.Withsmallerplanningwindowsandtheuniversalobjectivetominimizeinventoryinthevaluechain,transportationhasbecomeacriticalopportunityintheprocess（BrowningandWhite,2000;Sutherland,2003）.

Transportationconsumes5.5%oftheU.S.grossdomesticproduct（GDP）,andapproximatelythesameproportionofacompany'ssalesrevenue（WilsonandDelaney,2（X）3）.Transportationservicerepresentsamajorcomponentoforderleadtime.Muchofthevariabilityinorderleadtimeisattributedtovariationintransittimes（CTMWhilePaper.2004）.Hugecapitalintermsofsunkcostisauniquefeatureoftransportationindustry,makingitdifficulty,ifnotimpossible,toincreasesupplycapacityorfindsubstituteswithinashorttime.Thesuccessinsupplychainmanagementliesinwhetherthereplenishmentcanbeintherightplacewhenitneedstobethere.Thesupplychainisa

624InternationalJournalofManagementVol.24No.4December2007

complexsystemmadeupofmanyparties.Insufficientorunavailablecarriercapacityprovidedintimefortheshipperwillcausedisruptioninthesupplychainwhenthedeliverywillbeinprocessbutitsstatusisunknownordelayed.Suchuncertaintywillcauseboththebuyersandsellerstomaintainalargerinventoryjustincase.Hence,supplierseitherhavetofacethepressureofexcessinventoryorruntheriskofinadequatestock.Thisjeopardizesthewholesupplychain,posingproblemsofincreasedcost,timedelayandnegativeimpactonbusiness.

Asinglememberofthesupplychainalonecannotdomuchtoresolvesupplychainproblems.Thisiswhycollaborationamongpartnersinasupplychainhasbecomeatopicofgreatinterestformanyandanessentialelementofcompanystrategyforothers（CTMWhilePaper,2004）.Previousstudiesonsupplychaincollaborationhasfocusedmainlyonthecollaborationamongsupplychainpartiesincluding,thesuppliers,manufacturers,wholesalers/distributorsandretailers（ArmisteadandOverton,1994;Bowersoxctal.,1999;Holmberg.2000;HoytandHug,2000;Stanketal,,1999;Tageetal.,2003;ThomasandGriffin,1996;Holwegetal.,2005）.Asamatteroffact,thesupplychainconsistsofnotonlycustomersindownstreamflows,hutalsothird-partyorganizations,suchaslogisticsandtransportationproviders（Mentzeretal.,2001;EspcrandWilliams,2003）.ResearchersincludingSutherland（2003）.BrowningandWhite（2000）,EsperandWilliams（2003）andBishop（2004）haveallpointedouttheneedtoincorporateCollaborativeTransportationManagement（CTM）withCollaborativePlanning,ForecastingandReplenishment（CPFR）amongtradingpartnersinthesupplychain.WhileCPFRisprimarilybuyer-andseller-based,CTMinvolvesthetransportationserviceprovidersincludingcarriersand3PLstoensureefficientandeffectiveshipmentdelivery.

Nevertheless,inordertoreaptheabovementionedbenefits,CTMshouldbeadoptedandimplementedtoavoidlogisticsbottlenecks,toovercomeinefficienciesduetothelackofinteractionbetweentheshipperandthetransportationcomponent,andtofosterclosercollaboration.Collaborativecommerceamongenterprisesisarelativelyrecentconceptofbusinessoperation（Harris,2002）.Hence,enterprisesthathavedevelopedCTMstrategiesarerareincludingonlythefewglobal3PLserviceproviderssuchasUPS,DHLandFedEx,largelogisticsandtransportationmanagementservicesprovidersuchasTransplace,andwell-knowretailerssuchasWal-Mart,Procter&Gamble.AlthoughtherelevantliteratureandcasestudiesonCTMarescarce,theoperation,applicationsandimpactsofCTMaretopicsworthyoffurtherinvestigation.

ThepurposeofthisstudyistoexploretheapplicationofCTMtobusinessgloballogisticsanddiscussestherolesplayedbythird-partylogisticsproviders（3PLs）andinformationtechnology（IT）intheCTMmodel.Finally,thevalueofCTMisassessedfromtheperspectiveoftheshipper.Therestofthepaperisorganizedasfollows.Section2reviewspreviouswork.Section3describestheresearchmethod.ThebusinessmodeandcontentofCTMareanalyzedinSection4.AcasestudyisdetailedinSection5,followedbytheconclusionpresentedinSection6.

InternationalJournalofManagementVol.24No.4December2007625

2.LiteratureReview

Collaborationhasbeendefinedasanattemptlofullysatisfytheconcernsofthepartiesinvolvedinexchange,inordertoachieveanintegrativesettlement（Esperetal.,2003）.Collaborationisaprocessofdecisionmakingamonginterdependentparties.Itinvolvesjointownershipofdecisionsandcollectiveresponsibilityforoutcomes（Stanketal.,2（X}|）.AspointedoutbyThomasandGriffn（1996）,collaborationiscreatingsignificantvalueintherelationshipsalongthevaluechain.Manystudieshavealsodiscoveredpositiveimpactofstrategicalliancebetweenenterprisesontheirmarketperformance（ParkandCho,l997;Sarkar,EchamhadiandHarrison,2001;George,Zahra,WheatleyandKhan,2001;LiandGima,2002;Kale,DyerandSingh,2002）.

Kordal（2002）indicatedthatcollaborativecommerceisastrategyforgainingcompetitiveadvantage.NotonlyisCTManewpartnerstrategybetweentheshipperandcarrier,itisalsoanewbusinessmodel.Thismodelincludesthecasastrategicpartnerforinformationsharingandcollaborationinthesupplychain.TheapplicationofCTMpromisestoreducetransittimesandtotalcostsfortheretaileranditssupplierswhileincreasingassetutilizationforthecarriers.Theprogramsbenefitsallthreepartiesinvolved:

theretailer,thesupplierandthecarrier.（Tyanetal.,2003）

CTMhasbeenreferredtoasthe'missinglink'incollaborativesupplychainexecutionthataddsvaluetotheentirecollaborationprocessintermsofreducedtransportationcosts,increasedassetutilization,improvedservice,enhancedcustomersatisfactionandgreaterrevenues（Sutherland,2003）.EsperandWilliams（2003）regardedCTMasarelativelynewextensionofCPFR:

andjustasintheearlydevelopmentstages,valuemeasuresforCTMhavebeendifficulttofindintheextantliterature.Informationtechnology（IT）hasasignificantimpactoncollaborativeeffortformationplayingadualroleas'supporter'and'enabler'.Adescriptivecasestudyofathird-partyCTMsystemsproviderisemployedtoinvestigatetheprocessesandbenefitsofCTM.TheyfoundthatCTMimplementedthroughinformationsystemscouldsavetransportationcostby8.4%-20%throughadvanceplanning,optimization,andcontinualupdatesofshipmentstatus,improveon-timeperformancerangingfrom5%to30%,increaseregionalfleetutilizationby10%-42%becauseofcomplementarybackhaulopportunitiesinanextendedplanninghorizontothecarriers,lessenthechanceofshipmentdamage,reduceadministrativecost,andminimizefinancialrisk.Feng,YuanandLin（2005）developedasupplychainsimulationmodelwithCTM.Usingthemodifiedsimulationmodelof'BeerGame",theyappliedCTMtothemanufacturer,distributorandcarrierandobtainedasignificantdecreaseintotalsupplychaincosts,includinginventorycostandbacklogcost,animprovementinbullwhipeffect,andenhancedutilizationoftransportationcapacity.Tyanetal.（2003）analyzedtheapplicationofCTMbya3PLproviderinanotebookcomputerglobalsupplychaininTaiwanusingthecasestudyapproach.Theimplementationresultsshowthatthe