基于学术界对3PL(“Third-Party Logistics Providers”)演进及其“Orchestrator”角色的理论研究,笔者对供应链环境下的物流金融服务进行了探讨。研究表明:基于成本交易理论、资源基础观以及网络理论支持的3PL的“Orchestrator”角色可用于对供应链环境下的物流金融服务的理论解释。为了充分说明3PL的“Orchestrator”角色在物流金融服务中的作用,笔者还结合了三种具体形式,即工业品供应链物流金融服务、消费品供应链物流金融服务以及物流银行进行了说明。3PL的“Orchestrator”角色研究在物流与供应链管理学术界刚起步,本文从物流金融服务视角丰富了学术界对此议题的讨论,具有理论和实践的双重启示意义。从理论上看,尽管物流金融服务将3PL提升到一个新的运作平台,推进了3PL的演进,但对这一现象,特别是在供应链环境下,学术界尚未给出一个系统的理论解释。本文推进了3PL在物流金融服务中的理论研究。从实践来看,对于3PL来说,只有充分发挥“Orchestrator”角色的作用,才能最大化自身的价值增值空间以及物流金融服务创新的潜力。
Abstract
Based on the discussion on the evolution of 3PL (Third-Party Logistics Providers) and its role as an “Orchestrator”, the present study investigates logistics finance in the context of supply chain. The research results suggest that the role of 3PL“Orchestrator”, which based on transaction cost theory, resource-based review and network theory, can be used to explain its application in the supply chain oriented logistics finance. In order to illustrate the role of 3PL as an“Orchestrator”in logistics finances adequately, the study exemplifies it with three forms, i.e. logistics finance applied to industrial supply chain, consumer supply chain, and logistics bank. Given that the research on 3PL “Orchestrator”is under-developed in the logistics and supply chain community,the present study has however extended the discussion to the logistics finance setting. The study has both theoretical and practical implications. From a theoretical perspective, the study contributes more to the theory development of 3PL.There is no doubt that logistics finance has offered 3PL a new arena, which propels the evolution of 3PL.But yet so far there is no systematical explanation for this phenomenon theoretically. From a practical perspective, the study suggests that,in order to explore the value creation and innovative potential of logistics finance,3PL should play the role of “Orchestrator”substantially.
关键词
3PL /
Orchestrator /
供应链 /
物流金融
{{custom_keyword}} /
Key words
3PL /
Orchestrator /
Supply chain /
Logistics finance
{{custom_keyword}} /
中图分类号:
F252
{{custom_clc.code}}
({{custom_clc.text}})
{{custom_sec.title}}
{{custom_sec.title}}
{{custom_sec.content}}
参考文献
[1] Schweitzer L. Concepts and Evolution of Business Models[J]. Journal of General Management, 2005,31(2):37-56.
[2] Fung V.K.,Fung W.K.,and(Jerry) Wind Y. Network Orchestration: Creating and Managing Global Supply Chains Without Owning Them [M]. Upper Saddle River, NJ:Wharton School Publishing,2004.
[3] Christopher M.Logistics and Supply Chain Management:Creating Value Added Networks[M]. London: FT Publishing,Prentice Hall,2005.
[4] Bitran G.R., Gurumurthi S., and Sam S.L.Emerging Trends in Supply Chain Governance [M].Working Paper Series, Rochester, NY,2006.
[5] Stubbs C. Partnering in the New Economy[J].EuropeanBusiness Journal,2004,16(3):113-119.
[6] Capgemini Consulting. The State of Logistics Outsourcing: 2009 Third-party Logistics: Results and Findings of the 14th Annual Study[M]. Capgemini U.S. LLC,2009.
[7] Zacharia Z.G., Sanders N.R. and Nix N.W. The Emerging Role of the Third-Party Logistics Provider (3PL) as an Orchestrator[J].Journal of Business Logistics,2011,32(1):40-54.
[8] Coase R.H. The Nature of the Firm[J].Economica,1937,4(1):386-405.
[9] Williamson, O.E.The Economic Institutions of Capitalism [M].New York: The Free Press,1985.
[10] Hobbs J.E. A Transaction Cost Approach to Supply Chain Management [J]. Supply Chain Management, 1996,1(2):15-27.
[11] Barney J.B. Firm Resources and Sustained Competitive Advantage[J]. Journal of Management, 1991,17(1):99-120.
[12] Nelson R.R.Why Do Firms Differ and How Does It Matter? [J]. Strategic Management Journal,1991,12(1):61-74.
[13] Penrose E.T. The Theory of the Growth of the Firm [M].New York: John Wiley & Sons,1959.
[14] Peteraf M.A. The Cornerstones of Competitive Advantage[J].Strategic Management Journal, 1993,14(3):179-91.
[15] Wernerfelt B. A Resource-Based View of the Firm [J].Strategic Management Journal, 1984,5(2):171-180.
[16] Prahalad C.K.and Hamel G. The Core Competence of the Corporation[J].Harvard Business Review, 1990,90(3):79-91.
[17] Teece D.J., Pisano G., and Shuen A.Dynamic Capabilities and Strategic Management[J].Strategic Management Journal,1997,18(7):509-533.
[18] 冯耕中. 物流金融业务创新分析[J]. 预测,2007(1):49-54.
[19] Gomm M.L.Supply Chain Finance: Applying Finance Theory to Supply Chain Management[J].International Journal of Logistics: Research and Applications.2010,13(2):133-142.
[20] Pfohl H.C.and Gomm M.L. Supply Chain Finance: Optimizing Financial Flows in Supply Chains[J]. Logistics Research,2009,1(3-4):149-161.
[21] Hofmann E. Inventory Financing in Supply Chains: A Logistics Service Provider-approach [J]. International Journal of Physical Distribution & Logistics Management, 2009,39(9):716-740.
[22] Wuttke D.A., Blome C., Foerstl K., and Henke M.Managing the Innovation Adoption of Supply Chain Finance-Empirical Evidence from Six European Case Studies [J]. Journal of Business Logistics, 2013,34(2):148-166.
[23] 马中华,朱道立.物流企业在存货质押融资中的决策问题研究[J].系统工程学报, 2011(6): 346-351.
[24] 陈祥锋.供应链金融服务创新论 [M]. 上海:复旦大学出版社,2008.
[25] Klaus P.A 50 Years' March of Ideas [J]. Logistics Research, 2009,1(1):53-65.
[26] Biederman D.Logistics financiers[J]. Journal of Commerce,2004,5(15):40-1.
[27] 刘锋.物流银行: 破解中小企业融资障碍的金融创新[J]. 华东经济管理,2006(6):123-125.
[28] 张凯,董千里.物流银行金融服务创新解除中小企业融资障碍[J]. 财经理论与实践, 2008(1):39-42.
[29] Nag B., Han C. and Yao D. Mapping Supply Chain Strategy: An Industry Analysis[J]. Journal of Manufacturing Technology Management,2014,25(3):351-370.
[30] Fōrster B. Keller J., von der Gracht H.A. and Darkow I.Delphi-Based Strategic Issue Management: Crafting Consumer Goods Supply Chain Strategy[J].International Journal of Physical Distribution & Logistics Management,2014,44(5)373-391.
{{custom_fnGroup.title_cn}}
脚注
{{custom_fn.content}}
基金
国家自然科学基金“商业银行物流金融信用风险的度量及防范研究:基于Copula理论视角的分析”(项目编号:71272235)。
{{custom_fund}}