附件：外文翻译原文Selection Factors in Logistics Outsourcing – A View from Third-party Logistics ProviderCustomersThe beginning of the 21st century is proving to be an interesting time for the logistics industry. There has been a great deal of transformation in logistics outsourcing caused by the continued drive of manufacturers and retailers to cut costs and a continued focus on core competencies.Logistics and supply chain management have often been among the first functions to be outsourced. This has moved beyond the warehousing and trucking functions and spread to ancillary services such as light assembly. However, once a manufacturer or retailer makes the business decision to outsource its logistics function, what are the primary factors that influence its choice of third-party logistics (3PL) provider? Is it price, service, location or technology?To answer this question, the International Warehouse Logistics Association (IWLA), the leading trade association dedicated to logistics outsourcing, commissioned a study in early 2003. The study, conducted by Dr Dale S Rogers, Professor of Logistics at the University of Nevada, Reno, was an update of similar studies conducted in 1994 and 1999. The subjects were the IWLA’s membership of more than 550 logistics companies. The study included follow-up interviews with several customers of 3PL providers.The study discovered a number of interesting trends and changes in the practice of logistics outsourcing, not least of which is the change in factors that customers use when selecting an outsourcing partner.In 1994, the critical factors in the selection process were those related to level and quality of services. Interviewed customers also identified quality and service factors as deciding factors when selecting a logistics provider.Companies were asked to rate the relative importance of several selection factors on a scale of one to seven, with one being unimportant and seven being very important.In 1994, pricing of services was ranked 11th, while service quality ranked first. Most of the other top factors also related to service quality. Reliability ranked second, on-time performance third and good communication fourth. Most of the companies interviewed said that price was not as important as excellent service. In fact, several 3PLs said that customers did not often leave because of price if services were performed competently, although they admitted that price was always a crucial part of the negotiation.In 1999, the study once again found that the top three determinants in selecting a logistics outsourcing partner were service-related; however, price moved up to fourth from 11th. The perception by the 3PL service providers was that service quality continued to be more important than price.By 2003, the shift towards price as the most important selection criterion came full circle. None of the companies interviewed believed that any of the other factors were as important as price of services when their customers were making decisions about which 3PL to do business with.Follow-up interviews found that this change over the past decade is likely to be due to several factors. First, high-quality service is now expected by all customers. It is assumed that the 3PL provider will be able to perform with near flawless execution.Customers are not interested in training a 3PL to serve them. Instead, they are demanding that the provider has management skills, project start-up capabilities and execution abilities that are as good, or better, than the customers themselves.Another key driver in the increased emphasis on price is greater pressure on cutting cost within the customer company. Customers seem to be fixated on cost decreases, even if they do not truly understand the services they are receiving. This is because, 10 years ago, most companies were outsourcing for the first time. Then, as the relationships with 3PLs matured, they became more demanding about the cost of the services. In fact, many customers today assume that the cost of logistics services will continue to decrease while the quality and number of services received continue to increase.An underlying factor in many of the 3PL selection decisions is flexibility and innovation. Customers have come to expect that their service suppliers can do more than just hold inventory or move freight. Many of these customers are focusing on their own core competencies, re-engineering and outsourcing duties that fall outside of those core competencies. This can mean that a service supplier will be asked todevelop diverse capabilities. Several of the companies included in the research identified the willingness to work towards solving customer needs as critical to developing and retaining customers. The ability to handle the detail that customers have difficulty managing creates opportunity for service suppliers. Most companies said that they customize the package of services offered for each and every customer. Clearly, flexibility is important.Another factor in selecting a 3PL related to flexibility and innovation is the interest the provider has in the customer’s business. One 3PL said that they focus on a customer’s interests and concerns, even when that customer cannot articulate what those interests and concerns are. The 3PL must show customers that they are willing to commit resources and time to develop what this survey respondent termed ‘unusual and outrageous service’. This reinforces the theory that many current and potential customers have to be educated before they can purchase base level and extended services intelligently. Areas where the 3PL can improve the customer’s productivity are often not apparent to many customers.In a business where the bulk of marketing is based on the building of relationships, reputation is also critical. Several companies said that they believed their company is often selected because of the strength of the management team and operational employees.Location is another important factor in selection decisions. Customers select distribution points based on market accessibility. However, multi-city operators have emerged that are willing to move a contract operation into a location based on a large customer’s requirements. They then use this new base of operations to leverage additional business development.Another critical decision factor in the selection of 3PL providers is systems expertise and capabilities. Some customers are more interested in the availability of information about the location and condition of their inventory than they are in the inventory itself. Customers also look for systems compatibility with their own information technologies. Service suppliers that can best link with customers have a distinct competitive advantage.The nature of the industry has evolved tremendously over the last 10 years. The successful 3PL of today was probably laying the groundwork for that success in 1994. These innovative companies continue to develop new service capabilities and better managers.The ‘warehousing’ portion of the logistics service business is still significant, but the 3PL of 2003 is expected to be an expert in many other areas. Customer expectations are likely to increase and their close management of costs will also continue to be stressed. Value-added services that relate to the development and movement of information will increase in importance.The Association for Logistics Outsourcing (IWLA) has been a force in North American business since 1891. It has seen many changes in the business of its members over the past 112 years. However, it appears that the rate of change experienced by operators has increased most dramatically in the past 10 years. If this rate of change continues, it seems likely that the successful logistics service provider of 2010 will be substantially different from the 3PL of 2003.。