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| 題名: | 第三方物流公司經營策略規劃─以A公司為例 |
| 作者: | 黃仁達;Huang, Jen-Ta |
| 貢獻者: | 高階主管企管碩士班 |
| 關鍵詞: | 第三方物流;經營模式;規劃;競爭優勢;策略聯盟;自動化;Third-party logistics（3PL）companies focus on logistics activities to provide differentiation and cost advantages, as well as high value-added services, to achieve the purpose of strategic outsourcing of customers. Faced with industry competition and changes in the business environment, 3PL companies should actively review and re-plan their business models. They should have unique resources and capabilities to provide unique value in the market, construct cost leadership competitive advantages and/or differentiation competitive advantages, and thereby obtain higher performance and profits to achieve the goal of sustainable business operations. This study takes the example of 3PL company A in Taiwan, which faced changes in logistics business strategies of its major clients, from full-package to choosing multiple suppliers for subcontracts. Its major clients were also acquired by another company, and the market expected those clients to switch their logistics to inhouse operation. The industry also faced enveloping threats from competitors, as large real estate developers offered high-quality warehouses and developed vertically integrated warehousing and transportation subsidiaries as a total solution provider with automated equipment suppliers. The problem of labor shortage due to an aging population resulted in service level issues, where overtime replaced labor shortages, causing an increase in personnel costs and occupational hazards, and a vicious cycle of increasing risks of high frequency of occupational accidents and difficulty in hiring new employees. These issues caused business losses and increased costs, leading to a significant decline in revenue and profits. This study reviews and re-plans the business model of 3PL through a case study approach, and through participant observation and literature research, captures the opportunities and threats faced by logistics enterprises in Taiwan′s 3PL industry through five-force analysis. By using VRIO analysis, it identifies the strengths and weaknesses of the internal resources and capabilities of 3PL company A. It then uses SWOT analysis to match industry opportunities and threats with internal strengths and weaknesses and develop feasible competitive strategies for company A. The study found that to achieve its goal of sustainable business operations, 3PL company A should expand its business scope and develop customized services to meet customer demands, such as expanding into cold-chain logistics for retailing customers and process logistics for electronic industries. It should also enhance customer stickiness by alliancing with large real estate developers to jointly develop modern and high-quality logistics warehouses and depotsto solve the external threat of increasing warehouse and depot rental costs. This partnership can be achieved by investing in automated warehousing equipment systems with the capital of the real estate developers. It should also collaborate with automated equipment suppliers to train and cultivate talents in automated operations and operational management. The company should also strengthen its marketing and business development capabilities to attract more customers, expand business scale, and thereby increase revenues for future investment and expansion.;Business model;Planning;Competitive advantage;Alliance;Automation |
| 日期: | 2023-06-19 |
| 上傳時間: | 2023-10-04 15:24:13 (UTC+8) |
| 出版者: | 國立中央大學 |
| 摘要: | 第三方物流專注於物流活動，以提供差異化和低成本優勢，以及高附加價值，以達到企業策略性委託外包之目的。面對產業的競爭與經營環境的變化，第三方物流公司應積極進行經營模式檢討與重新規劃，在市場上具備獨特價值的資源與能力，建構成本領導與差異化競爭優勢，藉此提升績效與利潤，來達到企業永續經營的目標。
本研究以台灣的第三方物流公司A公司為例，面對既有主要客戶物流經營策略改變，由統包改為選擇多供應商分包；既有主要客戶企業被併購，市場預期併購者將物流外包策略轉為自營；同業競爭模式的包絡威脅，大型地產商提供優質廠房，並發展水平整合自動化設備供應商與垂直整合設立倉儲與運輸子公司的完全解決方案；少子化缺工影響服務水準，以加班方式替代人力不足，造成人事成本增加，以及長工時衍生職災頻率增加風險與招工困難的惡性循環等等問題，造成業務流失與成本增加，營收和獲利明顯下滑。本研究以個案研究方式進行經營模式的檢討和重新規劃，透過參與觀察與文獻探討，以五力分析掌握物流企業經營在台灣第三方物流產業所面對的機會與威脅，以VRIO分析找出研究個案A公司內部資源和能力的優勢與劣勢，再以SWOT分析將產業的機會與威脅以及企業內的優勢與劣勢進行關係配對，擬訂可行的競爭策略，提供研究個案A公司參考。
為達成個案A公司永續經營的目標，研究建議企業進行擴大業務範圍，發展銷售物流低溫物流客戶，以及製程物流電子業客戶，提供客製化服務滿足需求，加強客戶黏著力；與大型地產商策略聯盟，共同開發現代化優質物流廠房與場站，以解決倉儲廠房租賃成本增加等外部威脅，透過策略聯盟大型地產商資金投資自動化倉儲設備系統，減少對人力的使用；與自動化設備供應商合作，訓練培養自動化操作與營運管理人才；加強市場行銷與業務發展能力，以吸引更多客戶，擴大業務規模，增加營收；進行投資，以增加大型投資資金來源，以應對未來的擴展和發展。;Third-party logistics（3PL）companies focus on logistics activities to provide differentiation and cost advantages, as well as high value-added services, to achieve the purpose of strategic outsourcing of customers. Faced with industry competition and changes in the business environment, 3PL companies should actively review and re-plan their business models. They should have unique resources and capabilities to provide unique value in the market, construct cost leadership competitive advantages and/or differentiation competitive advantages, and thereby obtain higher performance and profits to achieve the goal of sustainable business operations.
This study takes the example of 3PL company A in Taiwan, which faced changes in logistics business strategies of its major clients, from full-package to choosing multiple suppliers for subcontracts. Its major clients were also acquired by another company, and the market expected those clients to switch their logistics to inhouse operation. The industry also faced enveloping threats from competitors, as large real estate developers offered high-quality warehouses and developed vertically integrated warehousing and transportation subsidiaries as a total solution provider with automated equipment suppliers. The problem of labor shortage due to an aging population resulted in service level issues, where overtime replaced labor shortages, causing an increase in personnel costs and occupational hazards, and a vicious cycle of increasing risks of high frequency of occupational accidents and difficulty in hiring new employees. These issues caused business losses and increased costs, leading to a significant decline in revenue and profits.
This study reviews and re-plans the business model of 3PL through a case study approach, and through participant observation and literature research, captures the opportunities and threats faced by logistics enterprises in Taiwan′s 3PL industry through five-force analysis. By using VRIO analysis, it identifies the strengths and weaknesses of the internal resources and capabilities of 3PL company A. It then uses SWOT analysis to match industry opportunities and threats with internal strengths and weaknesses and develop feasible competitive strategies for company A.
The study found that to achieve its goal of sustainable business operations, 3PL company A should expand its business scope and develop customized services to meet customer demands, such as expanding into cold-chain logistics for retailing customers and process logistics for electronic industries. It should also enhance customer stickiness by alliancing with large real estate developers to jointly develop modern and high-quality logistics warehouses and depotsto solve the external threat of increasing warehouse and depot rental costs. This partnership can be achieved by investing in automated warehousing equipment systems with the capital of the real estate developers. It should also collaborate with automated equipment suppliers to train and cultivate talents in automated operations and operational management. The company should also strengthen its marketing and business development capabilities to attract more customers, expand business scale, and thereby increase revenues for future investment and expansion. |
| 顯示於類別: | [高階主管企管（EMBA）碩士班] 博碩士論文
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