本科生毕业设计（论文）外文翻译毕业设计（论文）题目：企业物流计划与控制的研究外文题目：Application of Collaborative Transportation Management to Global Logistics: An Interview Case Study译文题目：全球物流应用协同运输管理：面试为例学生姓名：林巧智专业：物流工程0801班指导教师姓名：冯欣评阅日期：International Journal of Management Vol. 24 No. 4 December 2007 623Application of Collaborative Transportation Managementto Global Logistics: An Interview Case StudyChcng-Min FengNational Chiao Tung University, TaiwanCliien-Vun YuanNational Chiao Tung University, TaiwanGlobal logistics in business operation is playing a critical role in responding to the changing market demand in a world of globalization and mass customization. The efficiency of global distribution holds the key to success in international trade. Not only is collaborative transportation management (CTM) a new collaboration strategy between the shipper and carrier, it is also a new business model. This paper presents a descriptive case study on the application of CTM to business global logistics. In-depth interviews were conducted with respondents from multinational electronic manufacturing service (EMS) corporations and transportation logistics ser\'ice providers. Our analysis reveals that third-part- logistics (3PL) service providers play an important role in global sourcing of multinational corporations. Integrating CTM with enterprise resource planning (ERP) via information technology (IT) can facilitate transportation capacity planning and achieve prompt delivery within the shortest time possible. The positiveimpact of CTM on business logistics enables enterprises to gain competitive advantage in the global business arena.1. IntroductionThe rise of regional economies around the world as well as the development of globalization has caused the supply chain to face problems such as global sourcing, cross-country production, diverse needs of customers, short product life cycle, demand for rapid delivery, frequent order placement, reduced procurement quantity, high logistics cost and diminished revenues. Hence, efficiency in global distribution is the key to survival and success under the intensely competitive business environment, which demands adequate product supply, rapid delivery and low inventory. Growing trend of mass customization and e-commerce are forcing manufacturers and retailers to shorten their planning cycles and delivery time. With smaller planning windows and the universal objective to minimize inventory in the value chain, transportation has become a critical opportunity in the process (Browning and White, 2000; Sutherland, 2003). Transportation consumes 5.5% of the U.S. gross domestic product (GDP), and approximately the same proportion of a company's sales revenue (Wilson and Delaney, 2(X)3). Transportation service represents a major component of order lead time. Much of the variability in order lead time is attributed to variation in transit times (CTM While Paper. 2004). Huge capital in terms of sunk cost is a unique feature of transportation industry,making it difficulty, if not impossible, to increase supply capacity or find substitutes within a short time. The success in supply chain management lies in whether the replenishment can be in the right place when it needs to be there. The supply chain is a624 International Journal of Management Vol. 24 No. 4 December 2007complex system made up of many parties. Insufficient or unavailable carrier capacity provided in time for the shipper will cause disruption in the supply chain when the delivery will be in process but its status is unknown or delayed. Such uncertainty will cause both the buyers and sellers to maintain a larger inventory just in case. Hence, suppliers either have to face the pressure of excess inventory or run the risk of inadequate stock. This jeopardizes the whole supply chain, posing problems of increased cost, time delay and negative impact on business.A single member of the supply chain alone cannot do much to resolve supply chain problems. This is why collaboration among partners in a supply chain has become a topic of great interest for many and an essential element of company strategy for others (CTM While Paper, 2004). Previous studies on supply chain collaboration has focused mainly on the collaboration among supply chain parties including, the suppliers, manufacturers, wholesalers/distributors and retailers (Armistead and Overton, 1994; Bowersox ct al., 1999; Holmberg. 2000; Hoyt and Hug,2000; Stank et al,, 1999; Tage et al., 2003; Thomas and Griffin, 1996; Holweg et al., 2005). As a matter of fact, the supply chain consists of not only customers in downstream flows, hut also third-party organizations, such as logistics and transportation providers (Mentzer et al., 2001; Espcr and Williams, 2003). Researchers including Sutherland (2003). Browning and White (2000), Esper and Williams (2003) and Bishop (2004) have all pointed out the need to incorporate Collaborative Transportation Management (CTM) with Collaborative Planning, Forecasting and Replenishment (CPFR) among trading partners in the supply chain. While CPFR is primarily buyer- and seller-based, CTM involves the transportation service providers including carriers and 3PLs to ensure efficient and effective shipment delivery.Nevertheless, in order to reap the abovementioned benefits, CTM should be adopted and implemented to avoid logistics bottlenecks, to overcome inefficiencies due to the lack of interaction between the shipper and the transportation component, and to foster closer collaboration. Collaborative commerce among enterprises is a relatively recent concept of business operation (Harris, 2002). Hence, enterprises that have developed CTM strategies are rare including only the few global 3PL service providers such as UPS, DHL and FedEx, large logistics and transportation management services provider such as Transplace, and well-know retailers such as Wal-Mart, Procter & Gamble. Although the relevant literature and casestudies on CTM are scarce, the operation, applications and impacts of CTM are topics worthy of further investigation.The purpose of this study is to explore the application of CTM to business global logistics and discusses the roles played by third-party logistics providers (3PLs) and information technology (IT) in the CTM model. Finally, the value of CTM is assessed from the perspective of the shipper. The rest of the paper is organized as follows. Section 2 reviews previous work. Section 3 describes the research method. The business mode and content of CTM are analyzed in Section 4. A case study is detailed in Section 5, followed by the conclusion presented in Section 6. International Journal of Management Vol. 24 No. 4 December 2007 6252. Literature ReviewCollaboration has been defined as an attempt lo fully satisfy the concerns of the parties involved in exchange, in order to achieve an integrative settlement (Esper et al., 2003). Collaboration is a process of decision making among interdependent parties. It involves joint ownership of decisions and collective responsibility for outcomes (Stank et al., 2(X}|). As pointed out by Thomas and Griffn (1996), collaboration is creating significant value in the relationships along the value chain. Many studies have also discovered positive impact of strategic alliance between enterprises on their market performance (Park and Cho, l997;Sarkar,Echamhadi and Harrison, 2001; George, Zahra,Wheatley and Khan, 2001; Li and Gima, 2002; Kale, Dyer and Singh, 2002).Kordal (2002) indicated that collaborative commerce is a strategy for gaining competitive advantage. Not only is CTM a new partner strategy between the shipper and carrier, it is also a new business model. This model includes the c as a strategic partner for information sharing and collaboration in the supply chain. The application of CTM promises to reduce transit times and total costs for the retailer and its suppliers while increasing asset utilization for the carriers. The programs benefits all three parties involved: the retailer, the supplier and the carrier. (Tyan et al., 2003)CTM has been referred to as the 'missing link' in collaborative supply chain execution that adds value to the entire collaboration process in terms of reduced transportation costs, increased asset utilization, improved service, enhanced customer satisfaction and greater revenues (Sutherland, 2003). Esper and Williams (2003) regarded CTM as a relatively new extension of CPFR: and just as in the early development stages, value measures for CTM have been difficult to find in the extant literature. Information technology (IT) has a significant impact on collaborative effort formation playing a dual role as 'supporter' and 'enabler'. A descriptive case study of a third-party CTM systems provider is employed to investigate the processes and benefits of CTM. They found that CTM implemented throughinformation systems could save transportation cost by 8.4%-20% through advance planning, optimization, and continual updates of shipment status, improve on-time performance ranging from 5% to 30%, increase regional fleet utilization by 10%-42% because of complementary backhaul opportunities in an extended planning horizon to the carriers, lessen the chance of shipment damage, reduce administrative cost, and minimize financial risk. Feng, Yuan and Lin (2005) developed a supply chain simulation model with CTM. Using the modified simulation model of 'Beer Game", they applied CTM to the manufacturer, distributor and carrier and obtained a significant decrease in total supply chain costs, including inventory cost and backlog cost, an improvement in bullwhip effect, and enhanced utilization of transportation capacity. Tyan et al. (2003) analyzed the application of CTM by a 3PL provider in a notebook computer global supply chain in Taiwan using the case study approach. The implementation results show that the delivery cycle time and the total cost are simultaneously reduced.In sum, previous research has emphasized the value of CTM while little attention has been paid to exploring the impact of CTM integrated into business global logistics.626 International Journal of Management Vol. 24 No. 4 December 20073. Research MethodAs mentioned above. CTM is a relatively new concept and related studies are thus scarce. In this work, the application of CTM to business global logistics is examined using a descriptive case study. In-depth interviews are conducted to obtain relevant data for analysis. The company selected as a case study was recommended by one worldwide computer corporation of Taiwan (FIC Global Inc) and one global integrated logistics service provider (UPS International Inc., Taiwan branch) as an outstanding example of global logistics and transportation collaborative management. The respondents are senior managers of the production, import/export and Customs operations departments.Questions asked during the interview covered the following issues. (1) What is the purpose of implementing CTM'.' (2) What kinds of problems are resolved by CTM? (3) What does tbe CTM process involve? (4) What are the roles of 3PL service provider and IT in CTM? (5) What are the items contained in the CTM shipment agreements between the carrier (including 3PL service provider) and shipper? (6) What kind of information is exchanged between the carrier and shipper? (7) What are the exception events often seen during actual implementation and how are they handled?(8) Which party undertakes the investment on establishing IT facilities for CTM? (9) What benefits obtained.4. Collaborative Transportation ManagementThis section provides an overview of CTM, lists the objectives of the studyand illustrates he process of collaboration.4.1 CTM definitionAccording to the CTM Sub-Committee of the Voluntary Inter-Industry Commerce Standards (VlCS) Logistics Committee, CTM is a holistic process that brings together supply chain trading partners and service providers to drive inefficiencies out of the transport planning and execution process.CTM focuses on enhancing the interaction and collaboration between three principle parties (a seller, a carrier, and a buyer) in their logistics roles of shipper, carrier and receiver, as well as, secondary participants including 3PL service providers (see Fig. I). Participants collaborate by sharing key information about demand and supply.全球物流应用协同运输管理：面试为例冯成民台湾，国立交通大学袁晨云台湾，国立交通大学在应对世界全球化和大规模制定以及时刻变化的市场需求时，全球物流企业的经营发挥了重要的作用。