6. 北美地区第三方物流的收益1(54个公司2, 共计23.5千万美元)最大的前11家物流提供商
(20%)最大的前24家物流提供商
(44%)80/20 规则66% 收益 ($15,500M) at
20% of providers (11)80% 收益 ($19,000M) at
35% of providers (19)Providers Ranked in Order of Decreasing Revenue收益
($百万美元)1 Source: “Who’s Who in Logistics?,” Armstrong’s Guide to Third Party Providers, Fifth Edition, 1998.目前,世界上第三方物流市场非常的分散。已美国为例,前20%的供应商(11家) 收产生的收益仅为66%(即155亿美元)。最大的54家物流提供商
(100%)
7. 最大的物流使用者Source: Council of Logistics Management Study% 美国公司使用第三方物流及服务的比例电子/高科技化工原料消费品医药/医药产品汽车87%79%64%79%55%对第三方物流的服务需求几乎存在所有的行业。
15. 根据核心竞争力来制定服务
建立起一定的能力来为现有的客户服务
提供相应的服务内容来为客户服务
提供所有服务内容服务的范围和特征机敏的物流服务商正在通过合并联盟的方式为市场提供服务
成功的物流提供商与承运商的关系已经超出了某个单纯的服务领域
机物提供正在由为客户提供某种特定的物流服务转向提供全方位的物流解决方案
许多物流活动正在重新进行调整来适应新的需求
这些与核心生产力无关的业务逐渐外包
物流提供商正在通过联盟或购并的方式来联系哪些与自己互补 的提供商已争取更多的客户第三方物流供应商正在重新定义他们的业务组合以满足货主的要求/或某些行业特定的要求Configuration of distribution networks
Facility design
Project management for facilities start-up
MHE, WMS selection
Core carrier programs
Carrier negotiations/ contracting
Shipment process management
Shipment planning
Merge-in-transitFacilities management
Materials management
Vendor management
Labor managementCarrier selection, scheduling, load tendering, routing
Global freight movements (all modes)
Freight paymentCore warehouse processes
Consolidations centers/cross-docking
Value added activities (e.g. assembly, kitting)
Reverse logistics
Track and traceImport/export movement
Customs clearance status and data interfaces
Forwarding servicesCall center operations
Order management
Post-sales service
BillingTransportation strategy
Transport network designGlobal deployment strategiesStrategic sourcingCoordination of global freight movementsInventory planning/ forecasting
Asset protectionCredit management
Web processing managementSupplier selection
Contract negotiationField inventory management (e.g., spare parts)
Inventory control
Inventory track and traceShared services operations
Transactional purchasingTransportationDistributionImport/ExportInventory ManagementCustomer ManagementSupply ManagementConsultingFunctionPlanning/ ManagementOperations/ ExecutionScope新的方式传统的方式
16. Notes: Companies listed are the industry leaders in their respective region.
Industry placement is based on a combination of functional capabilities and input from industry experts on performance and market perceptions.谁是世界的领先者?从全球的角度,没有一家第三方物流公司能够在多个地区成为多种行业的物流提供商 以上客户的物流供应商Ryder
Cotia
DDFS. AmericaEuropeAsiaU.S.汽车Frans Maas
ExelUFreightRyder
Schneider
CTI
PenskeCotia
DDFDDF消费品Exel
T&B
DanzasACS
MSAS
UFreight耐用品零售食品Exel
MenloExelRyderFrans Maas
ExelUFreight
MSAS
ACS办公室电子/高科技MenloCaliber
Menlo电讯MSAS
UFreightCellstar
Brightpoint
GTE Supply
North Supply公用事业Ryder地区
17. 最常用的物流外包项目传统的运输,分销(配送)和增值服务仍然是第三方物流的重点Source: A comparison of the use of 3PL services by large American manufacturers货主间的整合费率的谈判船队管理/动作承运商的选择货物的退货贴标签/重新饺订单管理订单过程顾客的库存补充产品测量产品的组装/装饰物流信息系统仓库管理美国公司使用3PL服务的百分比%
18. 供应链的哪些方面被外包?与此同时,消费者更加关心供应链的过程Configuration of distribution networks
Facility design
Project management for facilities start-up
MHE, WMS selection
Core carrier programs
Carrier negotiations/ contracting
Shipment process management
Shipment planning
Merge-in-transitFacilities management
Materials management
Vendor management
Labor managementCarrier selection, scheduling, load tendering, routing
Global freight movements (all modes)
Freight paymentCore warehouse processes
Consolidations centers/cross-docking
Value added activities (e.g. assembly, kitting)
Reverse logistics
Track and traceImport/export movement
Customs clearance status and data interfaces
Forwarding servicesCall center operations
Order management
Post-sales service
BillingTransportation strategy
Transport network designGlobal deployment strategiesStrategic sourcingCoordination of global freight movementsInventory planning/ forecasting
Asset protectionCredit management
Web processing managementSupplier selection
Contract negotiationField inventory management (e.g., spare parts)
Inventory control
Inventory track and traceShared services operations
Transactional purchasing运输分销进/出口库存管理客户管理供应链管理咨询功能计划/管理运行/执行Level of Customer Need:HighMediumLow范围
21. 竞争压力迫使公司寻找新的方法来保持优势Source: International Data Corporation全球美国全球和美国的外包费用, 1995-200202040608010012014016019951996199719981999200020012002($B)738089100110120130142全球的第三方物流市场(外包的部分)在不断地增长
22. 需要Intelligent Messaging仓库管理系统EDI/Internet定单管理系统MRP运输计划系统RF ID Tags货运支付系统Satellite Tracking/Communi-cationDRP库存流程运输流程Project DemandManage InventoryPurchase Product & Support MaterialReceive OrdersReceive Shipments, Warehouse & Assemble OrdersManage Returns and RepairsShipment & Transport-ation Management供应链信息管理InventoryMgmtOrderMgmt信息化的发展是第三方物流从,整个功能性服务发展到整个供应链的基础新的方法全球传统的方式建立相应的能力来支持顾客的需求
利用系统的技术来保持原有系统的优势
客户控制系统和数据技术建立—整合供应链上的信息解决方案
集成化的供应链,与ERP系统相连接的高级计划系统
将流程和IT相分离的状况集成为完整的过程
28. 主导增长性竞争性汽车电信公用事业耐用品零售商食品办公室电子消费品电子/高科技在美国的主要第三方物流提供商?Note: Industry placement is based on a combination of functional capabilities and input from industry experts on performance and market perceptions.SchneiderPenskeCTICellstarGTE
SupplyBrightptNorthExelMenloExelCaliberMenloMenloRyderRyderRyderCaliberExelTNT(CN)RollinsHowardLincLogistics
ServicesGeminiUPSFedExBurnhamPenskeBurnhamMenloT&BCaliberSchneiderJ.B. HuntTNT(CN)PenskeWernerUSFMenloT&BSchneiderPenskeSuperValuMDICaliberBurnhamSkywayCaliberExelUPSUSFSchneiderBurnhamRyderRyderRyder这个行业仍然是以Ryder,Menlo为主
29. 各种物流服务提供商的定位?本地的全球服务的范围功能性服务集成的供应链服务区域性HerculesColumbiaDDFPenskeUPSNipponMitsuiSumitomoSchneiderCTITNTT&BExelFrans MaasNedlloydCotiaCaliberRyderEmeryKuhne and NagelDanzasMenloFedExSchenkerACSMSAS国内的整合的功能服务UFreight地域的范围Of Asian and European based firms are leading the way in establishing themselves as global, integrated service provider.
30. 第三方物流供应商所面临的问题1.系统发展的成本
2. 承诺和现实的关联
3. 文化和关系的一致性
4. 制定一个合适的价格体系
5. 获得合格的人材
6. 制定一个适合性的合同框架
7. 客户要求越来越苛刻
8. 技术和社会的飞速变化Source: Outsourcing in Europe: What the CEOs Say, Logistics Management, March 1997多数的第三方物流不能在市场争取差别化的等级
争取什么都做的态度
对待所有的顾客都是一种态度
很少有一个清晰的战略目标
利润率不能达到 10%-15% 的目标
多数提供商只能获得较低的资本成本
多数甚至亏损第三方物流供应商的现状为了取得未来的成功,第三方物流的提供商在满足顾客需求方面正面临着空前的困难