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论文编号：	6338
作者编号：	2120122624
上传时间：	2014/6/8 21:38:48
中文题目：	第三方物流企业绩效模型研究
英文题目：	Research on the Performance Model of the Third Party Logistics Companies
指导老师：	李季
中文关键字：	第三方物流公司；企业绩效；服务质量；配送效率；信息能力
英文关键字：	Performance of 3LP， Service quality， Distribution efficiency， Ability to process information
中文摘要：	高效的物流配送系统和供应链管理是许多大型生产企业成功的关键要素，不断提高物流配送系统和供应链管理对许多中国企业的经营非常重要。许多大型生产企业将物流配送业务外包给第三方物流企业，尤其是在过去的十年里，这种现象在经营中越来越普遍。第三方物流企业作为一个专业的物流公司，为生产型企业主要提供综合的、专业的、多元的配送业务，一般与生产企业会建立长期的合作关系并达到双赢的目的。但是关于如何提高第三方物流公司绩效的研究还比较少，尤其是有关于一些大型生产企业自建的专业物流公司的研究就更少。本研究就是通过中国第一汽车集团进出口有限公司一汽-大众佛山四工厂零部件物流基地的管理实践为基础，研究第三方物流企业与生产企业的关系，进行找出提高第三方物流企业提高配送效率、降低成本、提高企业绩效、提高客户满意度的方法。 本研究希望能够为第三方物流企业绩效带来改善，尤其是在资源有限的情况下，物流企业如何在配送时间和成本上做出权衡，以带来生产企业或客户最大的满意度。如果将实践的视野从单个物流企业扩展到整个物流行业，本研究的研究成果和结论将会对提高整个第三方物流行业的服务质量、企业绩效都将提供有益的建议。为此，本研究结合了市场营销学中的服务质量管理及关系管理理论、项目管理里的时间和成本均衡理论以及组织绩效理论，并结合深度访谈的结果提出第三方物流企业绩效模型，并进一步采用问卷调查的方法对模型加以验证。 最后，本研究分别检验了服务质量、关系管理与运营能力对企业绩效的影响。结果发现，服务质量、关系管理与运营能力对第三方物流公司的绩效有显著的影响。所以，第三方物流公司的经营的过程中，尤其是在运营成本有限的过程中，可能通过提高配送效率、提高信息处理能力、改善服务并与客户保持良好的使用关系等方法提高。例如，第三方物流公司可以将一定的资源用于物流企业工作人员的培训、采购能够提高配送安全性的设备，投入更多的人员与资源用于处理订单、处理客户投诉。第三方物流公司也应该设立专门的人员与客户维系交易关系，并投入资源为客户提供定制性的个性服务。这些措施都会比提高配送速度可以更为有力地提升第三方物流公司的绩效，并且显著地改进客户的满意程度。
英文摘要：	Effective logistics and supply chain management are the key success factors to most large-scale producers. The continual improvement of logistics and supply chain management is very important to Chinese manufactures. Many large-size manufactures outsource their logistics to specialized logistics companies, mostly in the past decade. Third party logistics (3PL) serve as specialized company offering comprehensive, specialized and diversified logistic service to producers, formulating long-term cooperation relationship with them, realizing “win-win”. Unfortunately, research seems lack on performance management of the 3PL especially in large-scale producer’s self-established logistic company area. This study investigates the relationships between 3PL and manufactures and attempts to find the ways to improve the efficiency of distribution, reduce the cost, boost the performance and increase the consumers’ satisfaction based on the practice of operation of Foshan branch of FAW-logistics. This study attempts to boost the performance of 3PL. To be specific, this research tries to answer what 3PL should do to balance between time and cost and maximize the consumers’ satisfactions when, especially, the resources are limited. If the scope is extended into the whole logistics industry beyond an individual company, the results would be beneficial to the improvement of service quality and companies’ performance for all 3PL. The research integrates the theory of service management, relationship management in marketing research, the theory of balance time and cost in project management domain and the theory of organizational performance, and applies focus group and survey to test the theoretical model. The results show that service quality， relationship management and operation ability have significant effects on the performance of 3PL. 3PL can improve its performance in these three regards, particularly when operational cost is limited. For instance, 3PL can allocate more resources on training employees, purchase more equipment to ensure the safety of the products, employ more people and resources on processing orders and complaints. Moreover, 3PL should arrange specialized people to cultivate the relationship with consumers, invest more on customized service. These measures can improve the performance of 3PL and consumers’ satisfaction significantly than accelerating the distribution.
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