物流的一点资料

THIRD-P AR TY LOGISTICSResults and Findings of the 2003 Eighth Annual StudyThird-Party Logistics StudyResults and Findings of the 2003 Eighth Annual Study1Participants:C.John Langley Jr.,Ph.D.,Georgia Institute of Technology Gary R.Allen,Cap Gemini Ernst&Young U.S.LLCMark J.Colombo,FedEx Corporate ServicesTable of ContentsIntroduction.1Study Objectives and Methodology.1Summary of Key Findings.5Logistics Outsourcing Practices in Profile.83PL Service Offerings and Capabilities.12Management and Relationship Issues.17Customer Value Framework.24Strategic Assessment.28Appendix:Cap Gemini Ernst&YoungAccelerated Solutions Environment(ASE).31About the Participants.33Contact Information.36IntroductionThis report presents the findings from the Eighth Annual Third-Party Logistics Study.This study identifies and tracks key trends and views of the third-party logistics(3PL)industry from the perspectives of customers who purchase and use 3PL services.Overthe years,this study has grown in terms of the regional areas and industries examined.Also,each study has attempted to address key issues that emerge from time to timerelevant to the logistics and 3PL industries.Study Objectives and MethodologyDuring the spring and summer of 2003,C.John Langley Jr.,Ph.D.,of the GeorgiaInstitute of Technology,with Cap Gemini Ernst&Young U.S.LLC(CGE&Y)and FedExSupply Chain Services Inc.,conducted an extensive study about using 3PL servicesin North America,Western Europe,and Asia-Pacific.2This year,a limited study oflogistics executives in South Africa began obtaining critical information on the use of3PL services in that part of the world.3This is now the eighth annual research studyto examine critical trends and issues among key markets and key customers in the3PL industry.Study Objectives Measure the development and growth of the 3PL industry across major industrysegments and across several diverse global regions.Identify customer needs and how well 3PL providers are responding to those needs.Understand how customers select and manage 3PL providers.Examine why customers outsource or elect not to outsource to 3PL providers.Summarize the current use of 3PL services.Investigate leading topics,including 3PL service offerings and capabilities,how tostructure and manage effective 3PL relationships,and how to properly measure3PL performance and assess the benefits and value from 3PL relationships.Provide a strategic assessment of the future of the 3PL industry.An important goal of each years 3PL study is to improve upon the previous yearsstudies.The following are ways in which the 2003 3PL study was modified to enhancethe scope of earlier studies:Extended the 3PL study to meaningfully include North America,Western Europe,Asia-Pacific,and South Africa.4Although the results from South Africa arepreliminary,the analysis that follows includes a number of interesting comparisonsof the results from executives in North America,Western Europe,and Asia-Pacific.Revised content and terminology to be current and to respond to recent advancesin the logistics,supply chain,and 3PL industries.13PL:Results and Findings of the 2003 Eighth Annual Study1 2003,C.John Langley Jr.,Ph.D.and Cap Gemini Ernst&Young U.S.LLC.2 The China portion of the study was facilitated by a joint team of researchersrepresenting the Georgia Institute of Technology(United States),The Logistics Institute Asia Pacific(Singapore),and China Communications and Transportation Association.More details are later in this section.A more comprehensive report is available on theLogistics Institute at Georgia Tech website at www.tli.gatech.edu.3 The South African portion of the study was facilitated by the Centre for Logistics andDecision Support of the CSIR(Council for Scientific and Industrial Research).TheCentre recognizes the assistance of Peter Baker,Divisional Director Marketing of UtiWorldwide,Inc.,and Barlow Manilal,Logistics Manager of the Automotive IndustryDevelopment Center(Pty)Ltd.4 North American companies are mostly concentrated in the United States,although anumber of firms operating in Canada and Mexico were included in the study.WesternEurope includes Belgium,Denmark,France,Germany,Italy,Netherlands,and theUnited Kingdom.Asia-Pacific refers predominantly to China,though survey responsesdid come from several other Asia-Pacific countries.Continued using the Internet to conduct the study.The 2003 3PL study used a web-based,commercial firm to administer and manage all survey activities in a globalsetting,including survey e-mailing,tabulation,and preparing reports for analysis.Expanded the use of the CGE&Y Accelerated Solutions Environment(ASE)resource(Atlanta,Georgia,USA)to get feedback and perspectives about this years studyresults from industry executives who use logistics and 3PL services.Approximatelythirty logistics executives participated in an all-day ASE session held in July 2003.5Information about the ASE is in the appendix of this report,along with details aboutthe 3PL ASE session.Learnings from the ASE session are included in thecommentary throughout this report.Plans at publication time were to hold a similarsession for European logistics executives at CGE&Ys ASE resource in Paris,France.The study methodology included addressing e-mails to logistics and supply chainexecutives across North America,Western Europe,Asia-Pacific,and South Africa,asking for their participation in the study.(In this study,an“executive”holds the title ofmanager,director,or vice-president of logistics or supply chain management.)In the e-mail,executives were asked to“click on”a web address that would access the 20033PL survey.Once the survey was completed,a final click on“end survey”entered theresponses into the overall study database.6Industries StudiedThe industries represented in our research included:Aerospace Government Automotive Industrial Manufacturing Chemical Life Sciences Computers and Peripherals Medical Consumer Products Retail Electronics TelecommunicationsThese industries were selected because they view logistics as strategically importantand because they are purposefully moving toward integrated supply chain management.Survey recipients were asked to think of a“3PL or third-party logistics provider”as onethat provides multiple logistics services for its clients and customers.Following severalexamples of firms that would be typical of such a definition,7recipients were asked tothink of a“4PL or fourth-party provider”of logistics services as one that may includemore project program management of sub-contractor 3PL operations.8Exhibit 1 shows by region the total number of companies to which surveys were sent,the number of usable returns received,and the response rates.Although a majority ofthe overall responses were received from companies in North America,the totalresponses from Western Europe and Asia-Pacific were statistically acceptable toprovide meaningful comparisons.The greatest response rate was from firms operatingin Asia-Pacific,primarily China,as individual e-mails were sent to industry executives2Survey Response RatesNorthAmericaWesternEuropeAsia-PacificCompaniesContacted1,344466291632,164ResponseRate 16%11411318UsableResponses221531188400SouthAfricaTotalsExhibit 1 5Among the organizations represented in the 2003 ASE session in Atlanta were:AESCorporation,ArVista AG,Cap Gemini Ernst&Young,Cingular Wireless,Divers Direct,DuPont,FedEx,Georgia Institute of Technology,Georgia-Pacific,The Home Depot,Husqvarna,Intel Corporation,Limited Brands,Lockheed Martin,Milliken&Company,Newell Rubbermaid,Northrop Grumman Integrated Systems Corporation,RadioShack,Royal Netherlands Air Force,The Scotts Company,Solectron,Sulzer,and the United States Army.6To facilitate completion,surveys were translated into Chinese,French,and Japanesefor logistics executives in those respective countries.Also,with the exception ofChina,executives in other geographies completed surveys that were available andaccessed through the Internet.Surveys from logistics executives in China weremanually completed,with results entered into the database after all the surveyswere completed.7The firms cited as examples in the North American,Western European,and SouthAfrican versions of the survey included Deutsche Post,Exel,FexEx,Menlo Logistics,Ryder,Schneider Logistics,Tibbett&Britten,and UPS.The Chinese version citedCOSCO,FedEx,PG Logistics,ST-Anda,and UPS Logistics.8As explained later in this report,the industry executives participating in the ASEsession provided valuable insights to help distinguish between the terms 3PL and4PL,as well as more advanced services that may be available from providers ofintegrated logistics services.by the Chinese Communications and Transportation Association with a request to print,complete,and return a completed copy of the survey.Response rates in North Americaand Western Europe were somewhat more modest,but are similar to response ratesachieved in recent years of this study and other comparable logistics studies in thoseregions.Although the response from South Africa is not sufficient to meaningfullycompare most results with those from the other regions,even the small number ofresponses provides insights into the use of 3PL services in South Africa.The following list identifies a number of key characteristics about the firms partici-pating in the 2003 3PL study:Although a broad range of company types were targeted for inclusion in this study,9the percent of respondents representing the manufacturing sector were 65%inNorth America,85%in Western Europe,and 72%in Asia-Pacific.Respondents fromAsia-Pacific were somewhat stronger in terms of raw materials suppliers(12%),while the North American and Western European sectors yielded very few firms ofthat type.The wholesale/distribution/retail sectors were represented by 25%of therespondents in North America,14%in Western Europe,and 16%in Asia-Pacific.The 3PL users indicated broad regional scope of their logistics operations.Asshown in Exhibit 2,respondents from each of the regions listed significant responsi-bilities for logistics in their respective areas.For example,98%of the respondentsin North America,100%in Western Europe,and 90%in Asia-Pacific indicated thescope of their logistics responsibilities at least included their own immediate region.Exhibit 2 shows that,in general,the responding executives did have responsibilitiesfor logistics operations in other major areas of the world.For example,among NorthAmerican respondents,47%indicated responsibilities that included Europe,Asia-Pacific(47%),the Middle East(21%),South America(32%),and Africa(13%).NorthAmerican 3PL users tend to have broader geographic responsibility than non-usersof 3PL services;non-users more often have strictly local responsibility.10 Respondent firms have a relatively broad range of anticipated annual salesrevenues for 2003.11Of the North American respondents,about half of the firmshave revenues between US$1 billion and US$25 billion;another 10%projectrevenues over US$25 billion.This is similar to Western Europe where more than halfof the firms project revenues greater than US$1 billion,while less than 5%of theAsia-Pacific firms anticipate total sales greater than US$1 billion.Overall,respondent firms in Western Europe tend to be smaller than those in North America,while those from Asia-Pacific include a large number of firms with US$100 millionto US$500 million in sales revenues.North American respondents expect that logistics expenditures will representapproximately 11%of their organizations total sales for 2003.Comparable figuresare 6%for Western Europe and 8%for Asia-Pacific.One factor influencing theseresults is the relatively greater percentage of intra-European and intra-Asia-Pacificbusiness by companies in those regions.Also,the greater involvement ofrespondents from North America in the consumer products and retail industriesmay partially explain the higher percentage by logistics expenditures to total sales.33PL:Results and Findings of the 2003 Eighth Annual StudyExhibit 2Geographic Scope of Logistics ResponsibilitiesNorthAmericaEuropeAsia-PacificNorthAmerican3PL Users 98%a4747213213Asia-Pacific3PL Users 29%3290b191617WesternEuropean3PL Users 29%10041593553MiddleEastSouthAmericaAfricaaA small number of respondents in North America(2%)may have responsibilities that exclusively extend beyond North America.bRespondents from China may have considered“Asia-Pacific”to extend beyond China.9Respondents were asked to classify their firms in one of the following categories:raw materials supplier,manufacturer(components/ingredients,contractmanufacturer),manufacturer(finished product),wholesale/distribution,and retail.10 For comparison,the percentages of North American users versus non-usersindicating responsibilities in other areas of the world were as follow:Europe(47%vs.32%),Asia-Pacific(47%vs.32%),Middle East(21%vs.15%),South America(32%vs.18%),and Africa(13%vs.6%).11 Respondents from areas surveyed were given the option of responding to financialquestions in customary monetary units(e.g.,US$,euro,and RMB).Results were thenconverted to US$.The dominant pressures on the industries in which the respondents compete are:“significant pressures to reduce cost,”“significant pressures to enhance customerservice,”and“emphasis on improved supply chain management.”Of less effect,but still significant,are:“globalization,”“consolidation,mergers,acquisitions,etc.,”“implementation of new information technologies,”and“rapidly accelerating newproduct introductions.”As may have been expected,security issues have signifi-cantly increased among North American respondents,as well as for respondentsfrom Western Europe and Asia-Pacific.The importance of“security issues”increased from the 2002 study;in that study,only about a fourth of the respondentscited it as notable,whereas almost half identified this as very important in 2003.The 3PL users also attach great importance to logistics processes and supply chainissues.For example,95%of the North American respondents,100%of the WesternEuropean respondents,and 68%of those from Asia-Pacific agree that“logisticsrepresents a strategic,competitive advantage for our company.”Also,the percentof respondents agreeing with“our customers are placing greater emphasis onlogistics customer service”were 90%in North America,100%in Western Europe,and 81%in Asia-Pacific.Slightly more than half of the North American and WesternEuropean respondents agree with“our customers are more interested in price thanservice,”while less than half of those in Asia-Pacific agree with that statement.Overall,the percent of customers agreeing with“using 3PLs is a key to satisfyingtheir companys customers”was 73%both in North America and in WesternEurope,and 58%in Asia-Pacific.Organization of This ReportFollowing a summary of key findings,the 2003 3PL study results are discussed in foursections.The first is“Logistics Outsourcing Practices in Profile,”where you will find ahigh-level discussion of overall trends among users and non-users of 3PL services.Thenext three sections deal with areas of strategic interest to 3PL use:“3PL ServiceOfferings and Capabilities,”“Management and Relationship Issues,”and“CustomerValue Framework.”The discussions will encompass results from this years study andwill provide a perspective on the study findings over its 8-year history.The last sectionin the main body of the report provides a“Strategic Assessment”of the future of the3PL industry,including an explanation of the types of value readers should derive fromthis years 3PL study.4Summary of Key FindingsThis study helps provide a better understanding of the marketplace for 3PL servicesand the ways in which providers of such services continue to develop and grow.Considering that the total annual revenues of U.S.-based 3PL providers are approxi-mately US$65 billion,12the services offered by 3PL providers continue to consume asignificant portion of overall logistics and supply chain budgets.13The following points capture the major findings of this years 3PL study:SCOPE OF STUDY.Expanding this annual 3PL study from North America to includeWestern Europe,Asia-Pacific,and South Africa was successful.Although the SouthAfrican response was limited,the studys findings confirm that the use of 3PLservices is prevalent throughout the three other major regions of the world westudied.Additionally,the CGE&Y ASE session helped us better understand theperspectives of 3PL users,especially as they pertain to this years study.Although3PL use is similar around the world,the study highlights a number of keydifferences.Future studies will be able to provide increasingly useful comparisonsof the 3PL industry in the major regions of the world,as well as to monitor keymetrics over time.MARKET TRENDS.The markets for 3PL services continue to change.Both usersand providers are becoming more capable.Moreover,their expectations of eachother are rising.Operating performance,cost management,and service delivery arecontinuing concerns to 3PL customers in each of the key regions studied.Todaysmarketplace is also seeing more productive and meaningful 3PL customer-supplierrelationships evolving.Aside from the fact that customers generally report highlevels of success with their 3PL providers,a gap exists between what customersreceive and what they expect to receive.This is a matter of concern.Consequently,3PL providers should focus on a number of key objectives,including implementingcapable information technologies,instituting effective management and relationshipprocesses,integrating services and technologies globally,and delivering compre-hensive solutions that create value for 3PL users and their supply chains.Considering that customer demands for performance and sophistication areaccelerating,improving these areas is imperative for 3PL providers.3PL USER CHARACTERISTICS.The 2003 3PL study provided new key metricsabout 3PL use across the regions studied.3PL use is significant in the regions of the world included in this study.Thepercent of respondents using 3PL services are:78%in North America,79%inWestern Europe,and 58%in Asia-Pacific.14The North American percentage,forthe second consecutive year,represents an increase over that of the first sixyears of this study.The finding that Western European 3PL use is equal to orexceeds that in North America is consistent with the long-term use of commer-cially available integrated logistics by organizations in that region.53PL:Results and Findings of the 2003 Eighth Annual Study12 Source:Armstrong&Associates,Inc.,.Estimated total contractlogistics market revenues were US$56.4 billion for 2000,US$60.8 billion for 2001,and US$65.0 billion for 2002.Estimated industry growth rates were:20%for 2000,7.4%for 2001,and 6.9%for 2002.13 Robert V.Delaney,14th Annual State of Logistics Report(St.Louis,MO:CassInformation Systems and ProLogis,June 2003).According to this study,U.S.business logistics systems costs totaled US$910 billion in 2002.14 Although these percentages are comparable from year to year,and even thoughrespondents are asked to identify themselves as users or non-users of 3PL services,there may be a greater likelihood for 3PL users to respond and participate in thestudy.This may be particularly true in Asia-Pacific.Respondents in Western Europe spend a larger proportion of their logisticsdollar or euro(65%)on 3PL services than do those in North America(49%)andAsia-Pacific(50%).All groups project increases in these percentages over thenext three to five years.According to the 2003 study,the activities most frequently outsourced to 3PLproviders are:warehousing,outbound transportation,customs brokerage,andinbound transportation.In North America,other frequently outsourced activitiesinclude freight bill auditing/payment,customs brokerage,freight forwarding,andcustoms clearance.These figures are comparable with those of WesternEurope,except the latter region uses freight bill auditing/payment servic