The determinants of the transportation outsourcing
strategy for the express delivery company
3.3 Measurement of dependent variable
3.3.1 Outsourcing probability (OUTSO)
The dependent variables are binary classification variables; this article sets 1 to the companies adopting the transportation outsourcing strategy (OUTSO = 1) and 0 to those who do not adopt it (OUTSO = 0).
3.4 Measurement of independent variables
3.4.1 Use frequency (FREQUENT)
According to the frequency of customersrsquo; goods delivery commissions, the case study company divides customer companies into two categories: regular customers and sporadic customers. Based on the past experience, the regular ones usually have delivery commission orders at least twice a month; as for the sporadic ones, they only have commissions once or twice a year. Therefore, this article sets 1 to the regular customer and 0 to the sporadic customer.
3.4.2 Industry category (INDUSTRY)
According to the nature of the customersrsquo; companies, this article divides the industry into two categories. This article sets 1 to the high-tech industry and 0 to the non-high-tech industry.
3.4.3 Freight revenue (FREIGHT)
This variable is based on the total freight in accordance with the quantity of the objects commissioned by the customers.
3.4.4 Degree of relationship (RELATION)
The case study firm actually uses a subjective classification system for the degree of relationship with each customer. This system makes a decision after considerations based on each customer companyrsquo;s transaction amount of delivery commissions and its degree of cooperation relationship with the case study company such as whether the case study company can provide rapid responses once customers need help and whether the outsourcing transportation companies can meet the needs of customer companiesrsquo; delivery time and delivery location. The case study company divides the degree of relationship into high, medium, and low levels. By consequence, this article follows the case study companyrsquo;s definition and sets the three levels with the codes of 3, 2, and 1, respectively.
3.4.5 Delivery region (REGION)
This is the area where the case study company can provide the services of receiving and delivering goods. It covers two major regions. This article sets 1 to the Taipei region (including Taipei City and County), and 0 to the non-Taipei region (including Tainan City and County/Kaohsiung City and County, Taichung City and County/Chiayi City/Yunlin County, and Taoyuan City and County/Hsinchu City and County) of Taiwan.
3.4.6 Delivery time (TIME)
The objects will be usually delivered to the designated time and place according customersrsquo; needs. This article sets 1 to the normal working hours (09:00–20:00), and 0 to the non-working hours (20:00–09:00).
3.4.7 Scale of the customersrsquo; companies (SCALE)
This variable is measured by its actual total number of employees in the customersrsquo; companies.
4 Conclusions and management implications
This article identifies seven factors affecting the case study companyrsquo;s decision to Outsource the transportation; they are the frequency of delivery commissions by the customers, the customersrsquo; industry category, the freight revenue paid by the customers, the degree of cooperative relationship between the case study company and the customers, the delivery location requested by the customers, the delivery time requested by the customers, and the scale of the customersrsquo; companies. Under the increasing pressure of the market competition, the express delivery industry has to enhance its service quality and efficiency as a priority in order to attract more customers and use the outsourcing solution of professional transportation companies in order to increase the scale of cases and provide more services.
This article suggests that regardless of whether a company is stimulated by the time and the speed of the market to progress or not, it has to make its services and subcontractor management more efficient, push its organization to grow, and enhance its brand value in order to reduce the infrastructure investment. Outsourcing a professional transportation company can help a company or an organization at the internal or external level to increase the flexibility of operating funds as well as to enhance its customer service quality. Therefore, if the customers can get better, faster, more effective, and more cost-effective service quality, the outsourcing industry will be more willing to outsource the transportation business.
In addition, this article reveals if the case study company can plan the outsourcing purpose in advance while adopting the transportation outsourcing strategy. In the long term, it does not need to invest more resources in transportation equipment; many efforts should be made to maintain the transportation volume in a high level. Taking a long-term view on the operating cost-saving objective is a good way to reduce the burden of labor costs. In addition, it can not only shorten delivery time, but also obtain customersrsquo; satisfaction and trust. The pragmatic contribution of this article is that for the purpose of providing good quality of outsourcing service, the research findings can also provide enterprises with more complete information as a reference of decision-making to follow in implementing the outsourcing measure for different customersrsquo; needs. Furthermore, the related express delivery companies and the case study company have a similar operation mode, nature, and scope of services; the seven variables discussed in this outsou
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附录A 译文
快递运输公司外包运输策略的决定因素
案例中的研究公司指出，虽然外包战略具有很多优势，但同时它也存在着许多的风险，包括经济繁荣下外包成本的影响，外部承包商的依赖性增加，认知沟通的问题，成本控制能力以及客户抱怨服务质量的曾加和人员素质并不如预期所想的那样。上述潜在的风险可能还会面临着更换承包商的麻烦。然而，外包战略对整个运输服务体系有着贡献。因此，对案例研究中的公司来说，采用外包战略的主要目的是为了降低运营成本，提高配送的即时性。基于以上相关的外包研究和内部外部的环境因素，本文想要探讨的案例研究公司本身除了最初的团队和如何获得更低的成本，提高服务质量，并且通过采用外包运输机制来提高在同行业中的竞争力外，本文希望进一步探讨的是当业务超过了公司的能力后，在采用运输外包战略时，什么样的特殊因素应该纳入考虑。案例研究中的公司指出，为了提供多样化的，即时性的服务，公司将会根据客户的需求来进行一系列的布局规划。因此，交通运输的外包策略的采用可以让运输的操作流程更加灵活和平滑，提高配送效率并且较少高油价时期的配送成本。
Quinn 和Hilmer （1994）指出外包起源于60年代和70年代。日本一些大型企业利用他们在不同市场的核心竞争力和其他一些支持采用外包策略的功能。他们有效的实施工作鼓励着与他们类似的企业追随他们。Sharper（1997）认为，在进行外包时，组织委托的部分或全部的功能活动的核心竞争力对于外部供应商来说是为了外包的优势而交换的更加有利的条件。外包功能包括产品设计，工程规划，设计，客户服务，和其他只能的功能和活动。Lomas（1997）定义了物流外包作为签约方与选定的第三方执行全部或部分业务的物流活动，支付合同，他认为外包业务不仅仅是追求短期的好处，而是一个通过外包公司对追求长期优势的承诺。Lever（1997）指出，外包的目的是利用外包服务商的服务和通过工作或人员的重新分配来减少单位的活动负担，通过这些来取代传统的或是现有的内部业务活动。因此，外包不容易访问不同的商品或者是服务合同。Perry（1977）提到外包解释了原工作岗位的人员将会外包给其他厂商来处理，也就是，从雇主的观点来看，其他服务商在服务外包领域的工作具有竞争优势。这些竞争优势可能包括：（1）可靠性：产品或服务质量的一致性（2）质量：商品的改善和由雇主决定服务质量（3）成本：由雇主提供的以增加企业利润的产品或服务成本的降低
由于在过去几年，外包的需求不断上升，管理问题或是业务的外包在当今社会越来越得到重视。这背后的主要原因不仅仅是因为企业的降低成本的经营策略，主要是因为为了公司得到灵活性和速度的重要战略工具，和在高速竞争环境中的其他要求优势。然而，成本在公司决定是否要采取外包措施是一个非常重要的因素。因此，企业应该要将传统分配方式的外包策略更换掉，并且要让专业的外包企业执行相关的策略、规划、实施和其他的服务。因此，企业可以在非工作的时间段内有效地降低经营成本和解决人手短缺问题。在资产内部建设中，不增加其他费用，如人员交货、折旧及摊销、以及其他相关的维护。Dunn（1999）指出，除了金融利润的外包外，还有其他的五点好处，如加强管理的重点，提高盈利能力，改善业务流程，提高服务水平和风险分担。Bromage（2000）表明，对公司来说，有很多因素促使公司愿意适用外包策略，包括提高效率，降低成本，提高灵活性等等。因此，企业间的相互依赖将有助于有形和无形的伙伴关系和共同的利益。Fredriksson和Johansson（2009）表明使用的一般过程包括，在外包项目和减少后发现实施中存在的问题，物流要较少忽视重要的考虑因素的可能性。Lin等人（2009）表明企业将自己的非核心竞争力的物流业务外包委托给第三方物流（3PL）服务提供商。和第三方物流的组织协作通过创建一个较低的物流运作成本和较高的客户服务水平来提供改善企业物流实施效率的可能性。经济部网站的数据显示，在最近的几年中，石油价格的波动在不断增加。石油平均价格从2007年6月的24.73元每升涨到2008年同期的31.93元每升，上涨了29.11%。因此，交付时的燃料成本会不可避免地对研究中的快递公司（以下简称为案例公司）的整体的经营成本产生重大影响。外包的好处就是，一旦合同签订之后，该外包公司必须履行合同的价格。采用固定费用的方法可以更加方便灵活和具有成本效益地计算外包产业的成本。
本文列出了影响案例公司外包运输的七个决定因素。他们被客户交付佣金的频率，客户所在的行业类别，客户所支付的货运收入，客户与案例中的公司合作关系的程度，按照客户要求的地点交货，按照可获要求的时间交货以及客户公司的规模。在市场竞争不断增长的压力下，快递业的公司不得不提高服务的质量和效率以便能够优先吸引更多的客户适用专业运输公司的外包解决方案来提高提高案子的规模和提供更多的服务。本文认为，无论一个公司是否受时间的刺激和市场进步与否，它都需要使自己的服务和分包商的管理更加的高效，推动它的组织成长并且提高其品牌价值以减少基础设施的投资。专业的运输外包公司可以从内部或者是外部水平上提高运营资金的灵活性以及提高客户的服务质量。因此，如果客户可以得到更好、更快、更加有效、更具成本效益的服务质量时，服务外包产业将更愿意将运输业务外包出去。此外，本文揭示了如果研究公司在采用运输外包的策略时能够制定一个外包目的，从长远来看，它在运输设备方面并不需要投入更多的资源，公司应该许多的精力放在保持运输量的高水平上。以一个长远的眼光来看，实施节省成本的目标对于减少劳动成本负担是一个很好的方法。此外，这样子不仅可以缩短交货的时间，而且还可以获得客户的满意和信任。这一篇文章的实际作用就是为外包服务提供高质量的目的。研究结果也可以提供企业更加完整的资料信息，作为一个针对不同的客户需求所做的后续实施外包措施的一个参考。此外，相关的快递公司和案例研究的公司都有一个类似的操作模式，自然和服务范围，在同一行业中，外包决策中的七个变量在回归模型里是非常重要的因素。虽然这个回归模型可能会不能囊括掌握所有的因素而影响外包的决策，这七个变量考虑了所有的重要因素，包括有频率，货运收入，交货地点，交货时间等，所有这些因素都是快递公司参考外包运输机制是否被采纳的重要参考条件。因此，本文的研究结果不仅仅是作为快递企业公司实施决定的参考，同样也在实际的应用中提供有价值的信息。因为这篇文章是以案例研究公司的业务部门为例，在一般的文章中，快递企业里的外包概率是很少被提及的。此外，由于内部信息的保密性，一些详细的数据是很难获得的，未来的研究人员被建议将注意力放在与业务相关的快递公司的外包问题上，并且要更多关注研究对象，选择方法和变量。这篇文章为后续的研究工作提供了以下的建议：第一点，扩大研究的对象来丰富研究内容，本文的研究对象局限于IT行业，电子行业以及进口业，而在其他的一些行业，客户可以将进一步帮助参与可行性的分析，为相关的行业提供参考。第二点，扩大对快递公司相关业务的外包问题，如物流、仓储、财务、人力等，当设计外包业务的相关设计时，这些探索分析可以为企业家提供参考。第三点，扩大研究变量的范围。未来的研究可以考虑除七个变量以外的因素来使调查更加严谨和有价值。第四点，扩大运输去偏远地区的外包服务问题。考虑到成本的交货即时性的因素，案例中的公司决定不对偏远地区，像台湾的东部地区提供服务。采用外包策略后，可以方便快递公司对偏远地区提供有效的服务。第五点，尝试不同的研究方法。本文采用了物流回归方法构建市政模型。建议未来的研究要应用判别方法和统计方法来研究（例如，数据挖掘中的应用决策树）同时要试着比较以不同的研究设计和方法得到的结果来增加研究的严谨性和吸引力。
附录B 外文原文
The determinants of the transportation outsourcing strategy for the express delivery company
International trade plays an increasingly important role in global economics. One growing part of the international economy has been express delivery services. Because various governments that maintain public sector postal monopolies have erected barriers to entry to impede its growth, express delivery has become an important battleground within the realm of trade. International trade, which initially consisted mainly of the trade of goods, is now increasingly focusing on services. This article focuses on the problem of a particular type of service and the barriers on this service (express delivery) that countries place upon it. Not surprisingly, those countries that are the most competitive and have the fewest barriers to trade and problems of monopolization (i.e., those countries that suffer least from monopolistic behavior in their express delivery market) have the most effective and competitive distribution systems.1 Section II of this article explains the importance of express delivery to the international economic system. Section III offers examples of how countries erect public sector barriers to entry in this field to limit the ability of private sector entrants to compete. Section IV examines how privatization in conjunction with liberalization will improve opportunities for entrants to provide express delivery services. Section V explains how current legal mechanisms could promote greater competition on the issue of public sector barriers to entry in the express delivery segment of the postal services sector. Section VI concludes by advocating increased global cooperation for the elimination of entry barriers. Many countries have placed anti competitive barriers for entrants in their respective express delivery markets, in many cases to protect such countriesrsquo; local monopolies. Consumers are the ultimate losers of these policies, because they must pay higher prices for poor service quality. Competition stimulates productive efficiency. Companies that face falling costs in production (due to competition and the corresponding efficiency gains) respond by reducing price and increasing production. With all other things being equal, such gains in efficiency lead to greater consumer welfare. Continuing barriers, therefore, threaten the global economy by reducing efficiency gains and the ability to maintain effective supply chains of the delivery of goods from one country to another.
Express delivery is a method of communication and transportation that serves to get items from do
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