第三方物流績效指標之探討—以物流中心為例—

A Study of Key Performance Index for A Third Party Logistics Company with Distribution Centers

邢精宙(Ching-Chou Hsing)

指導教授 ： 項衛中

中原大學/工學院/工業工程研究所/碩士(2007年)

https://doi.org/10.6840/cycu200700654

摘要

近年來企業為了提高競爭力與降低成本，極力地推行組織精簡，裁減一些低效率、高成本支出的單位，並將商品的生產基地移至海外或較佳的代工協力廠，利用各競爭優勢，進行專業分工與運籌的策略規劃，使得外包作業的觀念，快速興起與推展，在這種趨勢下，越來越多公司將物流作業，交由第三方物流公司處理，而第三方物流公司如何有效率地跨越障礙，滿足客戶對配送服務之要求，就扮演關鍵性的角色。
本研究目的是在探討第三方物流物流中心的績效指標，藉由目前第三方物流物流中心幹部的實際作業心得，在根據物流績效指標文獻探討和作者在案例物流公司推行關鍵績效指標的實務經驗，以及作者協同知名廠商稽核第三方物流公司的稽核要求重點，並利用不記名問卷方式，向台灣五十大物流公司實際作業幹部的問卷中，找出目前運作的方式和觀點，並分析和探討。
由問卷調查和資料分析後得知，在起初詢問績效指標應包含的構面時，只有57%的受訪者認同加入外包管理面績效指標，但從外包作業比率數據得知91%物流公司有外包作業，並有70%物流公司其外包作業比例超過60%，數據顯示物流公司的大部份作業已由外包取代。實際對外包管理面各項目的指標進行細項調查時，數據分析後顯示外包作業對物流公司而言的確十分的重要，並需要以績效指標加強管控。其他如風險控制、內部稽核等項目，也獲得受訪者的認同，本論文相關資料分析與數據，可供一般企業和物流相關業者參考，以加強管控和增強競爭力。

關鍵字

物流中心 ； 第三方物流 ； 關鍵績效指標

並列摘要

In recent years, in order to increase competitive advantages and decrease costs, many companies endeavored to streamline organizations by reducing some low performance or high cost units. They also moved their production lines to overseas plants or better OEM manufactures. All theses strategies made outsourcing a norm for these companies to cooperate with the third party logistics companies to handle their material flows. The third party logistics companies need to excel in satisfying client’s demands and the key performance indexes are very useful tools to show their efforts.
This research goal is to establish the key performance indexes (KPI) for a third party logistics (3PL) company with distribution centers, as supported by the current 3PL administrator’s practical operating experience. Based on literature review, practical KPI operating experience and the cooperation of well-known company’s auditing experience, a key performance index model was developed. Using questionnaires, the author collected and analyzed the viewpoints of administers who work for top 50 3PL companies with distribution centers in Taiwan.
From the analysis of valid questionnaires, we found that only 57% of administrators directly agreed to include an outsourcing management aspect in KPI. However, after further statistics we also found: 91% of the companies have already had outsourcing operation and for 70% of the 3PL companies the proportion of outsourcing operation exceeds 60%. In fact, we can observe that a number of 3PL companies are gradually becoming dedicated as outside providers and this aspect is very important for 3PL companies by detailed analysis. Thus, the outsourcing management aspect should be included in KPI’s to enrich management. Other indexes (ex. Risk control, Internal audit) also gain administrator’s support. The results of this paper provide a valuable reference for any 3PL company to strengthen its quality and competitiveness.

並列關鍵字

Distribution Center ； Key Performance Index ； Third Party Logistics

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