[雙語翻譯]物流外包外文翻譯--快遞公司運(yùn)輸外包戰(zhàn)略的決定因素（節(jié)選）

1、4250 英文單詞， 英文單詞，2.4 萬英文字符，中文 萬英文字符，中文 6600 字文獻(xiàn)出處： 文獻(xiàn)出處：Lee C C , Lin T T , Cheng P C . The determinants of the transportation outsourcing strategy for the express delivery company[J]. Service Business, 2013, 7(2):207-225

2、.The determinants of the transportation outsourcing strategy for the express delivery companyChia-Chi Lee ,Tyrone T. Lin , Pei-Chu ChengAbstract This article explores the determinants that affect the transportation outso

3、urcing strategy of the express delivery company in Taiwan. The results show that the following situations result in higher outsourcing probability: customer companies belonging to the high-tech industry, customers bringi

4、ng higher freight revenue, customers having a better relationship with the case study company, and customers’ company having a bigger scale. The findings provide enterprises with a reference of decision making to follow

5、in implementing the transportation out- sourcing measure for different customers’ needs. The outsourcing strategy increases the flexibility of operating funds to enhance customer service quality.Keywords: Transportation

6、,Outsourcing strategy, Express delivery company ,Logistic regression1 Introduction1.1 Research background and motivationThe management problem or the outsourcing business is getting attention in today’s business operatio

7、ns due to the rise of the outsourcing demand over the past years. The main reason behind this is because outsourcing is not only the root of business operation strategies to reduce costs, but also one of the important st

8、rategic tools for companies to get ‘‘flexibility’’, ‘‘speed’’, and other requirements of the advantages in a highly competitive environment. However, the cost is a very important factor in deciding whether to take outso

9、urcing measures or not. So enterprises should replace the traditional way of distribution by the outsourcing strategy and let the professional outsourcing companies execute related strategies, planning, imple- mentation,

10、 and other services. Therefore, enterprises can effectively reduce the operating costs and the manpower shortage problem during the non-working hours, without increasing other costs in the internal construction of assets

11、, personnel delivery, depreciation and amortization, and other related maintenance.Dunn (1999) points out that apart from the financial profits of outsourcing, there are five other benefits such as sharpening managemen

12、t focus, increasing profitability, improving business processes, enhancing service levels, and sharing risks. Bromage (2000) shows that there are a lot of factors for companies to be willing to use the outsourcing strate

13、gy, including efficiency improvements, lower costs, improved flexibility, and so on. Hence, the mutual dependence among companies will contribute tangibly and intangibly to partnership and mutual interests. Fredriksson a

14、nd Johansson (2009) indicate that using the general process including logistics will reduce the possibility of overlooking important considerations during outsourcing projects and decrease the problems discovered after i

15、mplementation. Lin et al. (2009) indicate that enterprises outsource their non-core competitive logistics operations to the 3rd-party logistics (3PLs) service providers. The organizational collaboration with 3PLs provide

16、s a possibility to improve the efficiency of enterprises’ logistics operations by creating a lower logistics operating cost as well as a higher customer service level.The statistics in the Ministry of Economic Affairs’ w

17、ebsite show that the fluctuations in oil through the re-assignment of work or staff; therefore, outsourcing is not as easy as to access different goods or service contracts. Perry (1997) mentions that outsourcing explain

18、s that the original work of the staff will be outsourced to other manufacturers to deal with; that is, from the employer’s viewpoint, other contractors working in the field of outsourcing have competitive advantages. The

19、se competitive advantages may include (1) reliability: consistency of product or service quality; (2) quality: improvement of the products or service quality designated by employers; (3) cost: reduction of the costs of p

20、roducts or services provided by employers in order to increase corporate profits.Cooke (1997) describes the outsourcing operations are entrusting the enterprise’s original valued activities to external agencies. Taking t

21、he manufacturing for example, each aspect of the entire supply chain, that is, from the source of raw materials to the consumers, including research and development, manufacturing, transportation, warehousing, inventory

22、management, after-sales service, documentation flow, and billing operations can be valued the activities of outsourcing. Quinn (1999) defines outsourcing as the organization’s entrusting some or all the peripheral functi

23、onal activities out of the core competence to the external contractors. Based on the strategic outsourcing approach, the organization should just implement the most specialized and valuable part of the value chain activi

24、ties; the rest can be outsourced to other contractors.Let us synthesize the above arguments of scholars: the advantages of outsourcing for the express delivery industry will be the transfer of all or part of the fixed co

25、sts of freight equipment load to the professional freight contractor. The express delivery companies can just concentrate on their core business to reduce operating costs, make the best use of human resources on improvin

26、g service quality, and maintain their own competitive advantages.LaLonde and Cooper (1989) say that a partnership should exist in the business- to-business relationship. Schoemaker (1992) mentions since outsourcing is co

27、nsidered as one of the important decision-making tools of corporate development, the company must first of all take into account the internal and external environmental conditions to consider how to use outsourcing to cr

28、eate the maximum benefit for the company. Gordon (1994) points out that the outsourcing industry has been well- established over several decades. Since the industrial revolution, manufacturers have begun to rely on profe

29、ssional people to share the work previously undertaken by the internal human resources. In a rapidly changing environment, segmenting the core competitiveness as the operating environment is difficult to grasp, enterpris

30、es entrust part or all of the organization functions outside the core competitiveness to the professional supply industry.Ellram (1995) also believes that a partnership is a business agreement between the outsourcer and

31、the contractor. Therefore, the establishment of a good partnership is conducive to achieving the outsourcing performance and effectively setting up the development of competitive advantage. Jennings (1997) also mentions

32、 that the benefits of outsourcing from the viewpoint of human resources will be the combination of the following benefits: service value enhancement, service speed improvement, and service cost reduction. Vining and Glob

33、erman (1999) and Momme and Hvolby (2002) find that outsourcing has three advantages: (1) upgrading their professional competence of the transport functions and improving their service flexibility by entrusting the non-co

34、mpetitive transport operations to outsourced manufacturers; (2) there is no expenditure of fixed costs and users only pay for the service when it is rendered; (3) the main agreement period is usually based on the signed