供应链集成与第三方物流提供商 译文 4400多字.docx

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