供应链集成与第三方物流提供商 译文 4400多字.docx
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供应链集成与第三方物流提供商 译文 4400多字.docx
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供应链集成与第三方物流提供商译文4400多字
文献出处:
JayaramJ,TanKC.Supplychainintegrationwiththird-partylogisticsproviders[J].InternationalJournalofProductionEconomics,2010,125
(2):
262-271.
原文
Supplychainintegrationwiththird-partylogisticsproviders
JayanthJayaram;Keah-ChoonTan
Abstract:
Thisstudyusedthesupportofextanttheorytoproposethattherearesignificantdifferencesintheposturesoffirmsthatincludelogisticsprovidersintheirsupplychainmanagementeffortsversusthosethatdonot.Further,weidentifiedfoursupplychainmanagementconstructsasbeingimportantfactorsinpredictingfirmperformance,andthencomparedtheirlevelsofperceivedimportanceofthesefactorsacrossthetwogroupsoffirms.Ouranalysissupportsthepremisethatinformationintegration,3PLselectioncriteria,performanceevaluation,andrelationshipbuildingarepositivelycorrelatedwithfirmperformance.Also,ourresultsshowthatfirmsthatinclude3PLsintheirsupplychainmanagementeffortsemphasizecertainsupplychainmanagementconstructstoahigherextentcomparedtofirmsthatexclude3PLsintheirsupplychainmanagementefforts.TheresultsofthisstudycanbeusedinaParetosenseoffocusingonafewvitalfactorsthatcanenhancefirmperformance.
Keywords:
Empiricalstudy;Firmperformance;Supplychainintegration;Informationintegration;Third-partylogisticsproviders
Introduction
Intherecentpast,therehasbeenasurgeinresearchthatexaminedtheimpactofsupplychainintegrationonfirmperformance.Whileasegmentofthisresearchhasexaminedtheoverallimpactofintegrationonperformance(Drogeetal.,2004,Rosenzweigetal.,2003andVickeryetal.,2003),othershaveexploredtheseparateimpactofinternal(Stocketal.,1998)orexternalintegration(GimenezandVentura,2005)onperformance.Evenwithinthisstreamofliterature,somestudieshaveexaminedtheimpactofintegrationonfirmlevelperformance(Drogeetal.,2004andVickeryetal.,2003);othershaveexaminedtheimpactonplantperformance(Swinketal.,2007),andstillothershavelookedattheimpactonnewproductdevelopmentperformance(Koufterosetal.,2005).
Integrationitselfhasbeendefinedastheextenttowhichseparatepartiesworktogetherinacooperativemannertoarriveatmutuallyacceptableoutcomes(O’Leary-KellyandFlores,2002andKahnandMentzer,1998).Supplychainintegrationreferstocoordinationmechanismsintheformofbusinessprocessesthatshouldbestreamlinedandinterconnectedbothwithinandoutsidecompanyboundaries(Romano,2003).Thescopeofintegrationwithinandacrossorganizationalboundarieshasbeenoperationalizedthroughaconceptcalledthearcofintegration(FrohlichandWestbrook,2001).Thisconceptsuggeststhatanarrowerarc(i.e.,integratingwithininternalfunctions)isrelativelyeasiertoachieveascomparedtoawiderarc(i.e.,integratingwithininternalfunctionsandacrossorganizationalboundaries).Anexampleoffirmsattemptingawiderarcofintegrationisfirmsintegratingwiththird-partylogisticsproviders(3PLs)whichisthespecificfocusofthisresearch.Theterm3PLtodayencompassesawiderangeofsupplychainmanagementservicesthatincludeafirm'ssourcing,materialsmanagement,anddistributionresponsibilities.Inthisstudy,wedefine3PLasafirmthatprovidestransportationandwarehouseservicesforafee.Also,wedefineafirmthatintegrateswith3PLsasonethatincludes3PLs(i.e.,transportationandwarehouseserviceproviders)initsstrategicsupplychainmanagementefforts.Oneexampleofastrategiceffortisintegratinginformationresourcesbetweenfocalfirmsand3PLsnotonlyforday-to-daytransactionalactivitiesbutalsoforanalyzingpatternsofbusinessintelligence.
Despitetheawarenessthatintegrationisimportant,companiesarefailingintheirattemptsatinternalandexternalintegration.Largelyduetotrendsofoutsourcingandbecauseasignificantpartofaproductsvalue-addedfunctioniscommittedandtracedtoexternalfunctions,theroleofintegrationandhoweffectiveintegrationtakesplaceisveryimportantinthecurrentgloballandscape.Thus,oneofourresearchobjectivesinthispaperistounderstandhoweffectiveintegrationtakesplacebetweenafirmandits3PLS.
Theliteratureonintegratingwith3PLsandunderstandingthebasisforsuccessinalliancerelationshipsbetweenthefocalfirmand3PLsareevolvingrapidly(MortensenandLemoine,2008,Marasco,2008,MaloniandCarter,2006andSkjoett-Larsenetal.,2006).Forexample,3PLcompaniesareplayingeverincreasingrolesinextendedsupplychainstransformingfrommoversofgoodstostrategicvalue-addedentities.Similarly,therehasbeenanexpansioninthescopeofservicesofferedby3PLfirmsbyincludingrecentvalue-addedfunctionssuchasafter-salessupport,customerserviceandreverselogistics.FirmssuchasUnitedParcelServices,whichbeganasalogisticscompanyhasexpandedtheirrepertoireofskillsasbeingaglobalsystemsintegratorandasupplychainsolutionscompany(Rossetal.,2007andColemanandJennings,1998).3PLsplayakeyroleinfacilitatingsupplychainintegrationandinsomecasesevenmanagingentiresupplychains.Integratingwith3PLshasbeengrowinginimportanceinrecentyears.Indeed,3PLfirmshavetransformedtherolesofdistributioncentersfromstoragefacilitiestochannelassembliesbytakingcareofsimplerepairjobsthatdonothavetobesentbacktomanufacturers.ThePCindustryisagoodexampleofthiswithmanysimplerepairjobsbeingconductedatdistributioncentersandsentbacktothecustomersinsteadofbeingrepairedatthemanufacturer'ssite.Inthe3PLliterature,alliancerelationshipreferstoformalorinformalagreementsbetweenfocalfirmsand3PLs,madeinordertoadvancecommongoalsandsecurecommoninterests.Thisstudyalsoexaminestheenablersofperformance,andcomparesthefactorsthatinfluenceperformanceinfirmsthatintegratewith3PLsversusthosethatdonot.Wealsoanalyzewhethertherearesignificantdifferencesintheperceivedimportanceattachedtothesefactorsbetweenthetwogroupsoffirms.
Theremainderofthearticleisorganizedasfollows:
thesubsequentsectionsreviewtheliteraturetoframetheresearchmodelandhypotheses,followedbyadescriptionofthesurveyinstrument.Next,theresearchmethodologyandstatisticalanalysisarediscussed,followedbyadiscussionoftheresultsandconclusionofthestudy.
Discussion
Inthispaper,wecontributedtotheliteratureinmanyways.Weexaminedthealliancerelationshipsbetweenmanufacturers/wholesalers/retailersand3PLsusingalargesampleofUSfirms,andsoughttounderstandwhichstrategicenablingfactorspositivelyrelatedtofirmperformanceoutcomes.Usingextanttheory,weproposedandidentifiedthefourstrategicfactorsof InformationIntegration, 3PLSelectionCriteria, 3PLPerformanceEvaluationCriteria and RelationshipBuilding thatarecriticalinpredictingfirmperformanceoutcomesamongmanufacturers/wholesalers/retailersand3PLs.Factoranalysisrevealedarobustitem-to-factorstructure,whichlendssupporttotheunderlyingitemsthatwereselectedtobekeyindicatorsofeachstrategicfactor.Theresultisusefulformanagersresponsibleformaintainingstrategicrelationshipswith3PLstouseasanaudittoolforevaluatingtheirinvestmentsinthosestrategicfactorsasexplainedbytheiremphasisineachmeasureunderlyingthosestrategicfactors.Forexample,weidentifiedthefollowingsixindicatorstotypifysuccessful InformationIntegration:
(1)Communicatingcustomers’futurestrategicneedsthroughouttheentiresupplychain;
(2)Communicatingyourfirm'sfuturestrategicneedstoyoursuppliers/carriers;
(3)Creatingacompatibleinformationsystemwithyoursuppliers,carriers,andcustomers;
(4)Improvingtheintegrationofactivitiesacrossyoursupplychain;
(5)Useofformalinformationsharingagreementswithsuppliers,carriers,andcustomers;
(6)Useofinformalinformationsharingwithsuppliers,carriers,andcustomers.
Asitcanbeseenfromthissetofmeasuredvariables,successfulinformationintegrationwith3PLsrequiresconstantcommunication,investmentsininformationtechnology,andotherformsofintegrationandinformationsharingthroughformalandinformalmodes.Similarinterpretationscanbemadeforotherstrategicenablingfactorsaswell.
OurresearchalsodemonstratedastrongpositiveassociationbetweenthefourstrategicfactorsofInformationIntegration, 3PLSelectionCriteria, 3PLPerformanceEvaluationCriteria, and RelationshipBuilding on FirmPerformance.Thissuggeststhatfirmsthatareengaginginalliancerelationshipswith3PLsshouldmonitortheirperformancealongthesefourfactorstoimprovetheirownperformanceasattributedtotheirengagementwith3PLs.Itisalsointerestingtonotethattherankorderingofthesefourenablingfactorsbasedonthecorrelationcoefficientssuggeststhatrelationshipbuildingwasthemostimportantenabler,followedby3PLperformanceevaluationcriteria.Thissuggeststhatfirmsthatareconstrainedintheirresourcesarebetteroffbyfocusingoncreatingaclimatethatenhancestrustandcommitmentwiththeir3PLs,inordertoincreasethechanceofboostingfirmperformance.Also,structuringandactuallyusingperformancemonitoringmechanismsfacilitatetimelyinterventionstodevelopthecapabilitiesof3PLs,or,inextremecases,weedoutconsistentlylowperforming3PLs.Itisalsoimportanttonotethatinformationintegrationappearstobean‘assumedgiven’oranorderqualifiertoensureoptimalfirmperformanceoutcomes.
Arelatedresearchquestionwastounderstandw
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