第三方物流成本的管理外文翻译Word格式.docx

第三方物流成本的管理外文翻译Word格式.docx

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sizeanddeliverylotsizeattheminimumtotalcost.Finally,aTaiwanese

opticaldrivemanufacturerisusedasanillustrativecasestudytodemonstratethefeasibilityandrationalityofthemodel.

1.Introduction

Withtheglobalizationofbusinesses,theon-timedeliveryofproductsthrough

thesupportofalogisticssystemhasbecomemoreandmoreimportant.Global

corporationsmustconstantlyinvestigatetheirproductionsystems,distribution

systems,andlogisticsstrategiestoprovidethebestcustomerserviceatthelowestpossiblecost.

Goetschalckx,Vidal,andDogan（2002）statedthatlong-rangesurvivalfor

internationalcorporationswillbeverydifficultwithoutahighlyoptimized,

strategic,andtacticalgloballogisticsplan.Stadtler（2005）mentionsthat

theactivitiesandprocessesshouldbecoordinatedalongasupplychainto

capturedecisionsinprocurement,transportation,productionanddistribution

adequately,andmanyapplicationsofsupplychainmanagementcanbefoundin

theliterature（e.g.HaandKrishnan,2008,LiandKuo,2008andWangandSang,2005）.

Recently,thestudyoftheJust-In-Time（JIT）systemunderaglobalenvironment

hasattractedmoreattentioninthePersonalComputer（PC）relatedindustries

becauseofthetendencytowardsverticaldisintegration.TheJITsystemcanbe

implementedtoachievenumerousgoalssuchascostreduction,lead-time

reduction,qualityassurance,andrespectforhumanity（Monden,2002）.Owingto

theshortproductlifecycleofthepersonalcomputerindustry,downstream

companiesusuallyasktheirupstreamsupplierstoexecutetheJITsystem,so

thatthebenefits,liketheriskreductionofpricelossincurredfrom

inventory,leadtimesreduction,on-timedelivery,deliveryreliability,

qualityimprovement,andloweredcostcouldbeobtained（Shin,Collier,&

Wilson,2000）.AccordingtotheJITpolicy,themanufacturermustdeliverthe

rightamountofcomponents,attherighttime,andtotherightplace（Kim&

Kim,2002）.Thedownstreamassemblerusuallyasksforhigherdeliveryfrequency

andsmallerdeliverylotsizessoastoreducehisinventorycostintheJIT

system（Kelle,khateeb,&

Miller,2003）.However,largevolumeproductsare

conveyedusingseatransportation,usinglargerdeliverylotsizestoreduce

transportationcostduringtransnationaltransportation.Inthesecircumstances,

corporationsoftenchoosespecializedserviceproviderstooutsourcetheir

logisticsactivitiesforproductivityachievementand/orserviceenhancements

（LaLonde&

Maltz,1992）.Thecollaborationofthirdpartylogistics（3PL）

whichisgloballyconnectedtotheupstreammanufacturerandthedownstream

assemblerwillbeafeasiblealternativewhentheproductshavetobedelivered

tothedownstreamassemblerthroughtheJITsystem.Inthisstudy,the

interactionbetweenthemanufacturerandthe3PLwillbediscussedtofigure

outtherelateddecisionssuchastheoptimalproductionlotsizeofthe

manufacturerandthedeliverylotsizefromthemanufacturertothe3PL,based

onitscontributiontowardsobtainingtheminimumtotalcost.Inaddition,the

relatedassumptionsandrestrictionsaredeliberatedaswellsothatthe

proposedmodelisimplementedsuccessfully.Finally,aTaiwanesePC-related

companywhichpracticestheJITsystemunderaglobalenvironmentisusedto

illustratetheoptimalproductionlotsizeanddeliverylotsizeoftheproposedcostmodel.

2.Literaturereview

Theglobalizationofthenetworkeconomyhasresultedinawholenew

perspectiveofthetraditionalJITsystemwiththefixedquantity-period

deliverypolicy（Khan&

Sarker,2002）.Thefixedquantity-perioddelivery

policywithsmallerquantitiesandshorterperiodsissuitabletobeexecuted

amongthosecompaniesthatareclosetoeachother.However,itwouldbehard

forthemanufacturertoimplementtheJITsystemunderaglobalenvironment,

especiallywhenitsproductsareconveyedbytransnationalseatransportation

globally.Therefore,manycorporationsaretryingtooutsourcetheirglobal

logisticsactivitiesstrategicallyinordertoobtainthenumerousbenefits

suchascostreductionandserviceimprovement.HertzandAlfredsson（2003）

havestatedthatthe3PL,whichinvolvesafirmactingasamiddlemannot

takingtitletotheproducts,buttowhomlogisticsactivitiesareoutsourced,

hasbeenplayingaveryimportantroleintheglobaldistributionnetwork.Wang

andSang（2005）alsomentionthata3PLfirmisaprofessionallogistics

companyprofitingbytakingchargeofapartorthetotallogisticsinthe

supplychainofafocalenterprise.3PLalsoconnectsthesuppliers,

manufacturers,andthedistributorsinsupplychainsandprovidesubstancemovementand

logisticsinformationflow.Thecorecompetitiveadvantageofa3PLfirmcomes

fromitsabilitytointegrateservicestohelpitscustomersoptimizetheir

logisticsmanagementstrategies,buildupandoperatetheirlogisticssystems,andevenmanagetheirwholedistributionsystems（Wang&

Sang,2005）.

Zimmer（2001）statesthatproductiondependsdeeplyontheon-timedeliveryof

components,whichcandrasticallyreducebufferinventories,whenJIT

purchasingisimplemented.Whenthemanufacturerhastocomplywiththe

assemblerundertheJITsystem,theinventoriesofthemanufacturerwillbe

increasedtooffsetthereductionoftheassembler’sinventories（DavidandChaime,2003,KhanandSarker,2002andSarkerandParija,1996）.

TheEconomicOrderQuantity（EOQ）modeliswidelyusedtocalculatetheoptimal

lotsizetoreducethetotalcost,whichiscomposedoforderingcost,setup

cost,andinventoryholdingcostforrawmaterialsandmanufacturedproducts

（DavidandChaime,2003,Kelleetal.,2003,KhanandSarker,2002andSarker

andParija,1996）.However,someissuessuchastheintegrationof

collaborative3PLandtherestrictionsonthedeliverylotsizebysea

transportationarenotdiscussedfurtherintheirstudies.Fortheabove

involvedcosts,DavidandChaime（2003）furtherdiscussavendor–buyer

relationshiptoincludetwo-sidedtransportationcostsintheJITsystem.

Koulamas,1995andOtakeetal.,1999describethattheannualsetupcostis

equaltotheindividualsetupcosttimesthetotalnumberofordersinayear.

McCann,1996andTyworthandZeng,1998bothstatethatthetransportationcost

canbeaffectedbyfreightrate,annualdemand,andtheproducts’weight.

Comparedtotheabovestudieswhichassumethatthetransportationrateis

constantperunit,SwensethandGodfrey（2002）assumedthatthetransportation

rateisconstantpershipment,whichwillresultineconomiesofscalefor

transportation.Besides,McCann（1996）presentedthatthetotallogisticscosts

arethesumoforderingcosts,holdingcosts,andtransportationcosts.A

Syarif,Yun,andGen（2002）mentionthatthecostincurredfromadistribution

centerincludestransportationcostandoperationcost.Taniguchi,Noritake,

Yamada,andIzumitani（1999）statesthatthecostsofpickup/deliveryandland-

haultrucksshouldbeincludedinthecostofthedistributioncenteraswell.

Thenumerouscostsinvolvedwillbeformulatedindifferentwayswhenthe

manufactureroperatestheJITsystemassociatedwithacollaborative3PLunder

aglobalenvironment.KrengandWang（2005）presentedacostmodel,whichcan

beimplementedintheJITsystemunderaglobalenvironment,toinvestigatethe

mostappropriatemodeofproductdeliverystrategy.Theydiscussedthe

adaptabilityofdifferenttransportationmeansfordifferentkindsofproducts.

Inthisstudy,theimplementationofseatransportationfromthemanufacturer

tothe3PLproviderwillbeparticularized,andthecorrespondingcostmodel

willalsobepresentedtoobtaintheminimumtotalcost,theoptimalproduction

lotsize,andtheoptimaldeliverylotsizefromthemanufacturertothe3PL

provider.Finally,aTaiwanesecompanyisusedforthecasestudytoillustrateandexplorethefeasibilityofthemodel.

3.TheformulationofaJITcostmodelassociatedwiththe3PL

BeforedevelopingtheJITcostmodel,thesymbolsandnotationsusedthroughoutthisstudyaredefinedbelow:

B

Cj

3PL’spickupcostperunitproduct（amountperunit）

3PL’scostofthejthtransportationcontainertype,wherej=1,2,

3,…,n（amountperyear）

DPannualdemandrateoftheproduct（unitsperyear）

Dr

D

annualdemandofrawmaterials（unitsperyear）

customers’demandataspecificinterval（unitspershipment）

E

F

annualinventoryholdingcostof3PL（amountperyear）

transportationcostofthejthtransportationcontainertypefromthe

manufacturertothe3PL,wherej=1,2,3,…,n（amountperlot）

freightratefromthe3PLprovidertotheassembler（amountperkilogram）

Hpinventoryholdingcostofaunitoftheproduct（amountper