外文翻譯--委內(nèi)瑞拉的物流戰(zhàn)略與實施

1、<p><b>　　中文5167字</b></p><p>　　本科畢業(yè)論文外文翻譯</p><p>　　外文題目： Logistics strateges and practices in Venezuela </p><p>　　出 處： Operations &

2、 Technology Management </p><p>　　作 者： Angel Diaz Matalobos & Candido Perez Costela </p><p><b>　　原 文：</b></p><p>　　Logistics stratege

3、s and practices in Venezuela</p><p>　　Angel Diaz Matalobos & Candido Perez Costela</p><p><b>　　Abstract</b></p><p>　　This paper presents an empirical and statistical

4、 analysis identifies the key characteristics and opportunities of logistics in Venezuela. Among the key findings are conservative approaches to logistics in a protected market whose environment is changing faster than pr

5、eferred by the responsible actors, limiting the application of modern logistics practices. This and other considerations, such as geographical location, production of commodities and the identification in the strategy of

6、 the firms o</p><p><b>　　Keywords</b></p><p>　　Logistics in Venezuela, conservative approaches, modern logistics practices</p><p>　　Introduction</p><p>　　Lo

7、gistics management has become a strategic tool in the success of business plans, due to its impact on cash flow generation and service quality. The processes of transformation and delivery demand a strategic vision of th

8、e links among manufacturing, purchasing and marketing, including organizational and environmental considerations. Venezuela, with a promising geographical location, but with operational inefficiencies (e.g., high invento

9、ry costs Esqueda, Diaz and Sanchez, 1996) and other market</p><p>　　Logistics in Venezuela, an important emerging market (Bowman, 1998)constitutes a test bed for advanced logistic practices, due to extensive

10、 commodities production, its geographical location and a relatively low level of logistics performance. Commodities produced in the country include petroleum and derivatives, natural gas, steel, aluminum and electricity.

11、 These are lead by Petroleos de Venezuela (PDVSA) –an state owned firm responsible for the petroleum and natural gas exploration, production </p><p>　　1. Logistic potential of Venezuela</p><p>　

12、　These comparative advantages are marred by the backward state of competitiveness in the country. Venezuela has been ranked next-to-last in the world competitiveness report (IMD, 2000) for the last seven years, and this

13、could be partially related to very small production scales and inefficient distribution channels (Esqueda et. al., 1996).Logistics techniques and practices such as cross-docking, outsourcing in transportation and warehou

14、sing, process orientation (driven by ERP implementations), an</p><p>　　With this motivation a survey of key logistics players in Venezuela was conducted, resulting in a map of current practices, strategies a

15、nd logistics opportunities.</p><p>　　1.1The Logistic Survey</p><p>　　The instrument was designed in mid-1998 as part of an academic collaboration between a consulting firm (AT Kearney) and a bus

16、iness school (IESA). This was the first logistic poll documented in Venezuela. The respondents fulfilled Likert-type scales and numerical questions. The questions were designed to obtain descriptive information on logist

17、ic practices, while avoiding the disclosure of sensible financial information.</p><p>　　The sample and profile of the firms A total of 384 logistics providers and users were initially contacted, with 31 resp

18、onses received by February 1999. The low proportion of responses (8 per cent) is about average for Venezuela, where many companies do not have formal information services, or are suspicious of disclosing information.<

19、/p><p>　　Respondents are representative of the industrial and service sectors, employ 820 persons in average with annual sales close to US $ 35 million, and exports of about 15 % of total sales. They tend to ha

20、ve large organizational structures for their sizes, averaging six hierarchical levels. This article continues the exploratory study previously performed by Diaz and Perez (2000). The raw data obtained was processed with

21、standard statistical methods (including correlation and factor analysis), to st</p><p>　　1.2Logistics Strategy</p><p>　　Among key results it was found that logistics strategy is mainly concerned

22、 with the integration of th supply chain: Long-term relationships with customers and suppliers, on-site services and delivery dependability, as shown in Figure 1. This is in line with the Mega-trends reported by Bowersox

23、, Closs and Stank (2000).Figure 1. Key strategic considerations in Venezuelan logistics.</p><p>　　Response speed was described as more valuable than transportation costs, suggesting that efficacy is preferre

24、d to efficiency, a usual trend in protected markets.The development of proprietary distribution channels is thought of as safer than outsourcing –implying the absence of reliable third-party providers.The main perceived

25、threats to logistics in Venezuela are economic uncertainty (due to short-term economic policies), infrastructure limitations and human resources scarcity.Suppliers’ select</p><p>　　1.3Key factors in the logi

26、stic strategy</p><p>　　The respondents’ opinions about key elements in logistics were processed using factor analysis. Table 1shows the association among low transportation costs (COSTS), reliable providers

27、network (NET) and ownership of the distribution channel: outsourcing is viewed as positive (3PCHANN) and total ownership as negative (OWNCHANN). This factor could be named “Costs view”. Another interesting relationship s

28、howed is among after sales services (AFTSALES), reliable network suppliers and long-term relatio</p><p>　　The association among low transportation costs, short lead-times (DELIVERY) and after sales services

29、suggest a commitment to customer satisfaction. Most of the variance is collected by the three factors described above, as shown in appendix 2 (table A1, explained variance of key logistic strategy factors). A clearly mar

30、ked relationship between long-term relationship with clients and after sales service was expected. This is empirically proved in Table 2 where results of a linear regression becam</p><p>　　2. Threats to logi

31、stics development in Venezuela</p><p>　　Conducting a similar analysis, the perceptions of actual and future threats to the development of logistic practices in Venezuela were obtained. The resulting factors

32、can be described as external and internal.Figure 2. Threats to the development of logistics in Venezuela.</p><p>　　Factor analysis results are included in Table 3. The respondents related the lack of transpo

33、rt infrastructure (INFRAEST), foreign competition (COMPETIT), and difficulties identifying foreign markets to export (UNKNOWN). This factor was called external environment, as firms have little control on it. The other r

34、elevant factor includes macro-economic uncertainty (ENVIRON), lack of adequate custom services (SERVICE), and absence of qualified personnel (PERSON). This factor was called internal, or n</p><p>　　The total

35、 explained variance, showed in appendix 2 (Table A2) is approximately 57% suggesting some limitations in the explanatory power of the factor analysis. Successive tests were done but each new factor only contains one vari

36、able. The relations obtained in internal environment suggested additional studies, as the variable qualified personnel does not contain an identifiable pattern. This lead to calculate the correlation between those variab

37、les, presented in Table 6.Table 4. Correlation betw</p><p>　　There appears to be a significant correlation between ENVIRON and each of the other two variables, but no relation between SERVICE and PERSON. It

38、looks like a case of structural dependency linking the latter pair with macro-economic uncertainty. Structural equation models could help to confirm this hypothesis.Criteria to select suppliers The most important criteri

39、a to select suppliers -from the highest to the lowest degree of importance- are:quality, delivery reliability, price, response flexibi</p><p>　　Due to the slight differences among the first three a correlati

40、on study was conducted (Table 5). The high values of correlation and significance explain the absence of dominant criteria, which explains the difficulties suffered by Venezuelan firms trying to establish strategic ventu

41、res for long-term supply chain partnerships. Table5.Correlation among criteria for choosing suppliers Determination of customers’ logistics needs.</p><p>　　Method used to understand customers’ needs were ran

42、ked. The four main methods are classic marketing tools: market research, customer surveys, analysis of services provided by competitors and focus groups with clients.Figure 4. Methods used to determine customers’ logisti

43、cs needs.</p><p>　　Again, Venezuelan companies do not perceive long-term commitment as an important strategy. Table 6 shows strong correlation among the first three techniques.</p><p>　　Table 6.

44、 Correlation among logistic requirements.</p><p>　　3.Logistic Practices And Techniques</p><p>　　Respondents’ firms value more integration with suppliers and customers (coincident with the confes

45、sed strategy), performance evaluation and benchmarking than more recent practices like ECR. But the use of these practices is in contradiction with the perceived importance (Figure 5), and so a correlation test was perfo

46、rmed as presented in Table 9.Figure 5. Perceived importance and utilization of key logistics practices and techniques.</p><p>　　These results show the low perceived importance prefixed IMP of recent practice

47、s like ECR and their relation with their usage prefixed USE. Attention is caught by the importance assigned to integration along the supply chain (IMPSUPPL and IMPCLIEN) compared to its actual application specially with

48、suppliers, and the relationship among performance (PERFO), outsourcing (OUTSO) and integration with customers (CLIEN). Logistics integration is desired, rather than implemented, according to these resu</p><p&g

49、t;　　A factor analysis was performed to further study existing relations. Table 8 shows results for factors and Table a3 (appendix 2) the total variance explained.Table 8. Factor Analysis of logistic practices and techniq

50、ues.</p><p>　　The firms link outsourcing with more recent techniques (ECR, cross-docking), from the point of view of importance. This implies a particular cultural perception: outsourcingis a novelty in an e

51、nvironment that favors vertical integration.Performance is linked with evaluations (EVALU), indicating an adequate correspondence between firm’s policies and practices. ECR is related directly to outsourcing, but in the

52、opposite direction to the usage of integration with suppliers. This constitutes a logis</p><p>　　The importance of developing a network with suppliers and customers contrasts with the (opposite) relation ass

53、igned to outsourcing. The perception of the outsourcer as an intruder to the network is significant and suggests cultural misalignments. This topic is further explored in the next section. Outsourcing Only outsourcing of

54、 transportation is both perceived as important and widely used (Figure 6). Other activities show important gaps between perceived importance and use, denoting the implici</p><p>　　The ranked reasons to outso

55、urce were focus on core competencies, improvement in service quality,better use of resources and cost reduction. The relative perception of reasons to outsource points out to a tight relation between cost reduction and e

56、fficient use of resources, besides the association with service quality improvement. This suggests an implicit direct relation between quality and cost, which may be caused by cultural factors. Table 9, a correlation stu

57、dy, shows the relation among thes</p><p>　　Table 9. Correlation among reasons to outsource.</p><p>　　Therefore the quality of the provided service and efficiency are perceived as the firms’ core

58、 objectives, and not cost reduction. This view could be caused by the relatively small size of the market in Venezuela. When asked to report why not to outsource, the responses show a particular pattern: every variable a

59、nalyzed (non-available services, costlier, confidentiality, and control and legal restrictions) becomes independent. This is shown as a correlation analysis in Table 10, which shows quite</p><p>　　4.Informat

60、ion Technology</p><p>　　To study relations between technology availability (AVA prefix) and its use- (USE prefix) seven types of technological resources were proposed to the surveyed managers: integrated sys

61、tems, bar coding, tracking facilities, GIS, GPS, EDI, and Internet/Web (same order of appearance in the respective table).The reported usage was concentrated in integrated systems and bar coding technology. More than 60%

62、 of the respondents reported the other resources as unknown or not used in their firm (shown in t</p><p>　　From both tables, integrated systems are perceived as in tight relation with bar coding, EDI and sat

63、ellite positioning, but only linked to geographical databases. It could be a bias caused by the selling strategies of such equipment providers. Tracking is associated with geographical databases, in contrast with the opp

64、osite relationship assigned to shared applications with suppliers and customers. This points out power conflicts derived from information control. In Venezuela, it is common to rel</p><p>　　Transparency and

65、accessibility are related to the market (attraction and retention effect), while the comprehension of information is linked to internal communications. This points out to providing information to internal clients but onl

66、y data to external ones. Future tendencies in IT use When asked to identify which technologies are more likely to impact logistics, respondents ranked first product tracking, advanced planning capabilities (APS-type) and

67、 automated/intelligent infrastructure. This</p><p>　　Reported Performance In Logistic Activities Although logistic performance is comparable to the reported by the Council of Logistics Management (CLM), in t

68、erms of lead-time, order filling and precision, there are important gaps between the customer’s needs and suppliers’ performance. Anyway, in all the reported cases, the performance required (and obtained) by the customer

69、 is better than that required and obtained by the suppliers. This shows an important opportunity for a third party to manage t</p><p>　　5.Concluding Remarks</p><p>　　Logistic practices adopted i

70、n Venezuela follow conservative strategies. The market characteristics –small size, lack of service providers- conspire against the development of outsourcing practices. This, in one hand, and the negative perception of

71、outsourcing, on the other, creates opportunities for third party logistics activities focused on delivering appropriate services with cost efficiency in strategic alliances.As predicted by the analysis these activities h

72、ave slowly developed in Venezuel</p><p>　　Information technology tools have been slow to adapt by leading companies thatdisregard recent trends and favor the use of mature technologies has been chosen as the

73、 safest strategy, even when there are important gaps between the customers’ needs and the services delivered by the suppliers.The transactional focus of the relevant actors limits the long-term vision of the business, fa

74、voring vertical integration and excluding any possible loss of power that could result from the use of best practic</p><p><b>　　譯 文：</b></p><p>　　委內(nèi)瑞拉的物流戰(zhàn)略與實施</p><p>　

75、　Angel Diaz Matalobos & Candido Perez Costela</p><p><b>　　摘要</b></p><p>　　本文介紹了識別委內(nèi)瑞拉物流商機和主要特點的經(jīng)驗和統(tǒng)計分析。其中的主要結(jié)論是物流的保守方法，在受保護的市場，其環(huán)境的變化速度超過了行動者的反應速度，限制了現(xiàn)代物流應用的實施。這和其他因素，如地理位置，商品生產(chǎn)和

76、企業(yè)戰(zhàn)略的確定相比，更被物流實踐所需要，這顯示了現(xiàn)代物流實施應用的重要機遇。</p><p>　　關(guān)鍵詞：委內(nèi)瑞拉的物流，保守的方式，現(xiàn)代物流實施</p><p><b>　　引言</b></p><p>　　物流管理已成為業(yè)務工具，由于其對現(xiàn)金流和服務質(zhì)量的影響，已成為一個成功的商業(yè)計劃的戰(zhàn)略工具。完善交貨的過程需要其在制造，采購和營銷環(huán)節(jié)之

77、間有一戰(zhàn)略眼光，包括組織和環(huán)境因素。委內(nèi)瑞拉，擁有一個充滿潛力的地理位置但其運營效率卻十分的低（例如，高庫存成本，迪亞茲和桑切斯，1996年）且其他低效率的市場和地區(qū)對物流的發(fā)展特別敏感。這種情況在本文中得到了驗證。</p><p>　　委內(nèi)瑞拉的物流，委內(nèi)瑞拉，一個重要的新興市場（鮑曼，1998年）由于生產(chǎn)大量商品，其地理位置和相對較低的物流水平績效推動了先進物流試驗平臺構(gòu)建的實施。該國生產(chǎn)的商品包括石油及其衍

78、生物，包括天然氣，鋼鐵，鋁和電。這些是由委內(nèi)瑞拉石油公司分別出資（PDVSA公司），由國有企業(yè)負責領(lǐng)導石油和天然氣的勘探、生產(chǎn)和交付，并分出部分非核心工作給專業(yè)的公司，這是發(fā)展外包的一個核心戰(zhàn)略。委內(nèi)瑞拉的地理位置，靠近大陸的中心，如圖1，比較優(yōu)勢的構(gòu)成，因此該國可能成為南北美洲之間的商業(yè)樞紐。這可能是促進國家主要港口運作效率而強制實施的措施，波多黎各、卡貝略港并經(jīng)合并之路至巴西的航線（阿科斯塔和凱納斯，1996）。其他區(qū)域中心正在開發(fā)

79、之中。這些都是巴拿馬航線的案例，其中一條太平洋和大西洋的航線在2003年承運了50萬集裝箱（威爾納，2000），墨西哥的一個類似的航線線也正在興建中（后勤管理和分配報告，2001年）。</p><p>　　1.委內(nèi)瑞拉物流潛力</p><p>　　這些比較優(yōu)勢被國家競爭力的落后狀態(tài)所破壞。在最近7年里，委內(nèi)瑞拉一直排在世界競爭力報告（國際管理發(fā)展研究所，2000年）的最后一頁。這可能與一部

80、分地區(qū)生產(chǎn)規(guī)模較小，分銷渠道效率低下有關(guān)。</p><p>　　物流技術(shù)和操作，如交叉配送，運輸外包和倉儲，加工方向（由ERP實施驅(qū)動），和相當大的信息技術(shù)的投入可以幫助改善這種狀況，甚至其他先進的做法比如標桿管理，但網(wǎng)絡(luò)設(shè)計和合作計劃等仍然缺乏。這個簡介類似于津恩把拉丁美洲描述為一個整體。帶著這個動機，一個物流人員在委內(nèi)瑞拉進行了關(guān)鍵的調(diào)查，結(jié)果顯示了當前的技術(shù)、戰(zhàn)略和物流機遇。</p><

81、p><b>　　1.1物流調(diào)查</b></p><p>　　這個方法是1998年中期作為商業(yè)學校和咨詢公司之間的學術(shù)協(xié)作而設(shè)計的。這是在委內(nèi)瑞拉的第一次調(diào)查記錄。被調(diào)查者完成了李克特式量表和數(shù)值問題。這些問題的目的是取得物流實踐的描述性信息，同時避免泄露敏感的財務信息。 </p><p>　　最初接觸的時候總共有384家物流供應商和用戶，在1999年2月的時候收

82、到了31種回應。低比例的答復（百分之八），相當于在委內(nèi)瑞拉的平均值。其中許多公司并沒有正式的信息服務，或者是信息泄露的嫌疑。</p><p>　　被調(diào)查的都是工業(yè)和服務業(yè)的代表，平均聘用人數(shù)在82人左右，年銷售額近3500萬美元，而總的出口銷售額約15%。他們往往有大規(guī)模的組織結(jié)構(gòu)模式，平均設(shè)有六個層次水平。本文將在迪亞茲和佩雷斯的研究基礎(chǔ)上繼續(xù)探索。為研究調(diào)查1中變量的關(guān)系模式，原始獲得的數(shù)據(jù)是經(jīng)過標準的統(tǒng)計方

83、法（包括相關(guān)因素分析）處理的。</p><p><b>　　1.2物流戰(zhàn)略</b></p><p>　　其中的主要結(jié)果發(fā)現(xiàn)，物流戰(zhàn)略主要是與一體化的供應鏈相關(guān)：客戶與供應商之間的長期合作關(guān)系，現(xiàn)場服務和交付的可靠性（如圖1）。這與鮑爾斯、克洛斯和史丹克的報告趨勢一致。圖1顯示了在委內(nèi)瑞拉的物流戰(zhàn)略的關(guān)鍵因素。</p><p>　　響應速度被形容

84、為更有價值的運輸成本比，表明效果要好于效率，暗示了存在可靠的第三方供應商的情況下，受保護的專有銷售渠道的發(fā)展趨勢通常被認為比外包方式要穩(wěn)定。</p><p>　　委內(nèi)瑞拉物流的主要潛在威脅是經(jīng)濟的不確定性（由于短期經(jīng)濟政策），基礎(chǔ)設(shè)施有限和稀缺性的人力資源。供應商的選擇策略揭示了委內(nèi)瑞拉經(jīng)營者的行為：質(zhì)量、價格、可靠性被報道為關(guān)鍵的影響因素。這看起來再一次成為層次結(jié)構(gòu)使用者的成果。它代替了市場和企業(yè)集團（企業(yè)的分

85、包被同樣的經(jīng)濟團體所擁有）。</p><p>　　1.3物流戰(zhàn)略的關(guān)鍵因素</p><p>　　被調(diào)查者關(guān)于物流的關(guān)鍵要素的意見被進行了因子分析處理。表1 顯示了低運輸成本（成本），可靠的供應商網(wǎng)絡(luò)（網(wǎng)絡(luò)）和分銷渠道所有權(quán)的關(guān)系：外包被認為是積極的，而分銷渠道所有權(quán)被認為是消極的。這一因素可以被命名為“成本觀”。 另一個有趣的發(fā)現(xiàn)是其中的售后服務關(guān)系，可靠的網(wǎng)絡(luò)供應商和客戶的長期關(guān)系表明了

86、誠信的長期下滑。表1物流關(guān)鍵因素的因素分析結(jié)果（旋轉(zhuǎn)組件矩陣）。</p><p>　　低運輸成本，短期交貨（交貨）和售后服務及服務協(xié)會之間的關(guān)系提出一個讓客戶滿意的答案。大多數(shù)的變異是收集上述三個因素，如附錄2（表A1，解釋物流戰(zhàn)略的關(guān)鍵因素方差）所示。并明確的對長期合作關(guān)系與客戶的售后服務關(guān)系之間的關(guān)系進行了展望。經(jīng)驗證明，在表2中的一個線性回歸的結(jié)果成為了重要的標準和信心水平。表2客戶端之間的線性回歸和AFT

87、SALES。 </p><p>　　2.委內(nèi)瑞拉物流發(fā)展的威脅</p><p>　　進行相關(guān)分析結(jié)果得到了關(guān)于在委內(nèi)瑞拉物流實踐發(fā)展的實際和未來威脅的看法。由此產(chǎn)生的因素，可以說是外部和內(nèi)部兼?zhèn)?。圖2委內(nèi)瑞拉物流發(fā)展的威脅。</p><p>　　因子分析結(jié)果列入表3。被調(diào)查者相關(guān)的交通基礎(chǔ)設(shè)施不足，確定國外市場競爭（競賽）和出口（未知）困難。由于企業(yè)無法控制它，這因

88、素便被稱為外部環(huán)境。其他有關(guān)因素，包括宏觀經(jīng)濟的不確定性（環(huán)境），完善（服務）的定制服務的缺乏，（人）人才缺乏，這些因素被稱為內(nèi)部或國家環(huán)境。表3物流發(fā)展威脅的要素分析。</p><p>　　在附錄2（表A2）中表明總解釋變量在約57%的解釋力的因素分析的一些局限性。成功的測試已經(jīng)在進行，但每個新的要素只包含一個變數(shù)。內(nèi)部環(huán)境研究得到的關(guān)系進一步表明，人才變量被作為不包含在內(nèi)的可識別模式。這導致了計算表6中之間的

89、這些相關(guān)性的變量。 </p><p>　　表4變量之間的相關(guān)性（內(nèi)部環(huán)境因素）似乎有一些環(huán)境和其他各兩個變量顯著相關(guān)，但服務與人才沒有相關(guān)關(guān)系。它看起來像一個密切的結(jié)構(gòu)關(guān)系連接著后者與宏觀經(jīng)濟的不確定性的情況。結(jié)構(gòu)方程模型可幫助確認此假說。關(guān)于選擇供應商的標準最重要的是按重要性高低標準來選擇供應商，重要性從最高到最低程度依次是：質(zhì)量，交貨的可靠性，價格，反應靈活性以及地理位置。圖3選擇供應商標準的重要性。<

90、/p><p>　　由于進行前三個相關(guān)性研究存在細微差別（見表5）。對于主要標準的解釋是相關(guān)性研究中最具意義和價值的，它說明了委內(nèi)瑞拉公司試圖建立長期戰(zhàn)略伙伴關(guān)系的供應鏈企業(yè)所遭受的困難。表5選擇供應商的相關(guān)標準。</p><p>　　根據(jù)客戶對物流需求的測定所使用的方法，了解客戶的需求進行了排名。這四個主要方法是經(jīng)典的營銷工具：市場調(diào)研，客戶調(diào)查，競爭對手和客戶群體服務提供商的分析。圖4確定客

91、戶物流需求所使用的方法。</p><p>　　同樣，委內(nèi)瑞拉的公司并不認為長期戰(zhàn)略可作為一項重要的承諾。表6顯示了密切相關(guān)的三批重要的技術(shù)。表6物流需求的相關(guān)性。</p><p><b>　　3.物流實踐和技術(shù)</b></p><p>　　被調(diào)查者的公司價值與供應商和客戶（與已有策略一致）整合在一起，績效評估和標桿管理法更符合最近的ECR基準。

92、但這些做法的實施與感知到的重要性（圖5）相矛盾，所以進行相關(guān)測試，如表9給出。圖5物流操作和技術(shù)的重要性和應用性。</p><p>　　這些結(jié)果表明，在引進企業(yè)信息化管理平臺之前已經(jīng)肯定了它的重要性，最近的做法比如ECR和他們之前的使用關(guān)系引起了在供應鏈上更重要的關(guān)注，與供應商，以及其實際應用之間的關(guān)系，外包和客戶整合相比更是一體化的重要性能的體現(xiàn)。根據(jù)這些結(jié)果顯示物流一體化是一種需要，而不是應用。表7物流要素之

93、間的相關(guān)性。</p><p>　　表8顯示因素分析的結(jié)果和表A3（附錄2），總方差解釋。對一個因素進行分析，進一步研究現(xiàn)有的關(guān)系。</p><p>　　表8物流實踐和技術(shù)的要素分析。從重要性的觀點出發(fā)，該公司的外包包含著較新的技術(shù)（ECR，交叉配送）。這意味著一個特定的文化觀念：外包是一種新穎的有利于環(huán)境垂直整合的要素。是和性能掛鉤的評價機制，表明公司之間的政策和實施是否適當?shù)膶P(guān)系。E

94、CR是直接關(guān)系到外包，但在相反方向關(guān)系到供應商的整合的要素。這構(gòu)成了物流的機會。ECR基準與剛才提到的變量相比，被作為一種比競爭對手更有利的趨勢。交叉配送與供應商的整合，反映供應商的迫切需要相比，比供應商計劃的要好。</p><p>　　建立供應商和客戶之間的網(wǎng)絡(luò)關(guān)系的必要性與外包的（相反）分配機制相關(guān)。該外包作為對網(wǎng)絡(luò)入侵者的監(jiān)察作用是很重要的，并提供文化協(xié)調(diào)作用。進一步探討這個主題是在下一節(jié)。除了外包還有運輸

95、外包兩者都被認為是非常重要且是被廣泛應用（圖6）的。其他活動也表明了在物流重要性和應用性方面的較大差距，意指控制和效率之間隱含的沖突。圖6知覺的重要性和外包的應用。</p><p>　　外包更多的關(guān)注在核心競爭力方面，提高服務質(zhì)量，更好地利用資源和降低成本是重點。相對的有些看法指出了除了改良服務品質(zhì)之外，外包之間的一個降低成本和有效利用資源之間的緊密關(guān)系。這表明了質(zhì)量和成本之間的直接關(guān)系，這可能是由文化因素引起的

96、。表9，相關(guān)的研究，顯示了這些變量之間的關(guān)系。表9外包原因之間的相關(guān)性。</p><p>　　因此，所提供的服務質(zhì)量和效率被視為是企業(yè)的核心目標，而不是降低成本。這種看法可能是由于在委內(nèi)瑞拉的市場規(guī)模相對較小。當被問及為什么不涉及外包，答案顯示出特定的模式：每個變量分析（非可用的服務，更昂貴，保密，約束和法律限制）成為強制性。這顯示在表10的相關(guān)分析，表現(xiàn)出相當分化對每一個變量的調(diào)查。表10避免外包原因之間的相關(guān)

97、性。</p><p><b>　　4.信息技術(shù)</b></p><p>　　研究技術(shù)的可用性和它的使用（使用前綴）之間有7種關(guān)系類型，涉及到了信息技術(shù)管理：集成系統(tǒng)被看成是與條形碼、跟蹤設(shè)施，地理信息系統(tǒng)，全球定位系統(tǒng)，電子數(shù)據(jù)交換和互聯(lián)網(wǎng)/網(wǎng)頁（順序相同的外觀在各自的表）相似。報告的使用主要集中在集成系統(tǒng)和條形碼技術(shù)。超過60%的被調(diào)查者認為其他資源為未知的或不適用

98、于公司。</p><p>　　表11技術(shù)使用和可用性之間的相關(guān)性。集成系統(tǒng)被看成是與條形碼、電子數(shù)據(jù)傳輸系統(tǒng)、衛(wèi)星定位相似，但它只與地理數(shù)據(jù)有著緊密的關(guān)系。它可能是存在一個偏差，從而導致銷售策略這類設(shè)備的供應商。定位設(shè)施與地理數(shù)據(jù)庫聯(lián)系在一起，并有特定的對立關(guān)系。它提供對供應商和客戶之間共享應用的服務。這點出了權(quán)力沖突源于信息的控制。在委內(nèi)瑞拉，有關(guān)信息的訪問，這是普遍的權(quán)力。提到的一個很重要的關(guān)系是通過比較觀察

99、完全相反的定位設(shè)施的可用性和用法與地理數(shù)據(jù)庫之間的關(guān)系得出的，與地理數(shù)據(jù)庫觀察到的地方相比它勝在是透過互聯(lián)網(wǎng)實現(xiàn)的，被認為是與最近所有的傾向(跟蹤設(shè)施，地理信息系統(tǒng)、衛(wèi)星定位系統(tǒng)、電子數(shù)據(jù)傳輸系統(tǒng)等)關(guān)系相反的綜合使用系統(tǒng)。</p><p>　　它看起來像互聯(lián)網(wǎng)結(jié)合的方式，避免直接集成工作效果。衛(wèi)星技術(shù)與EDI，互聯(lián)網(wǎng)及跟蹤技術(shù)相聯(lián)系。這正好是一些外國公司經(jīng)營的系統(tǒng)操作方案。一共有8個解釋變量采用它是考慮到：精度