臺灣博碩士論文加值系統

　　專業物流服務供應商(Logistics Service Provider, LSP)在全球運籌扮演相當重要的角色，本研究以全球知名整合型物流服務業者UPS、FedEx、DHL與BAX為研究對象，透過次級資料蒐集瞭解各公司的創立背景與發展歷程，再藉由與各公司台灣地區高階主管的訪談，比較分析其組織文化與發展策略之異同及核心競爭力，最後歸納整合型物流服務業者關鍵成功因素。
　　研究結果發現，各公司均由第三方物流業轉型為整合型物流服務業。組織管理方面：UPS與FedEx為美商企業，較傾向於中央集權式管理，有效控管各分公司營運狀況，提供完整標準化流程；DHL與BAX為德商企業，則傾向於區域分權管理制度，將權力下放各地區自行管理，更融入當地文化。各公司的組織文化亦影響其發展策略，UPS傾向於穩健踏實的成長策略，審慎評估所有方案才會進行決策。FedEx則傾向勇於創新，屢屢推出業界首創的服務或技術。DHL較強調全球化的概念，積極透過組織間的併購與結盟擴展全球版圖與提升市佔率。BAX將業務重心放在貨運承攬以及物流管理服務上，透過豐富的經驗與純熟技術，提供客製化與高品質服務。另外，各公司擁有不同差異化的競爭力，UPS擁有完整北美地圖資料庫以及強大的包裹遞送能力；FedEx具強大空運能力與資訊技術能力；DHL在全球大部分區域取得先進者優勢且服務範圍遍及第三世界；BAX則擁有強大資訊技術與物流管理技術。最後，本研究亦歸納出四點整合型物流服務業者的關鍵成功因素：適時地併購以及策略聯盟、提供創新服務、應用先進資訊技術，以及發展企業核心競爭力。

　　Logistics Service Provider (LSP) plays an important role in global supply chain management. This research attempts to make a comparison study of the most well-known global integrated logistics service providers including UPS, FedEx, DHL and BAX. The basic background and development were comprehended by the literature review and site interviews. Organization culture, the differences of strategies and core competitiveness would be discussed after the in-depth interviews with senior managers of these four enterprises.
　　This research revealed that all companies were converted from third party logistics providers to integrated logistics service providers. UPS and FedEx as the American companies are inclinable to centralized management, DHL and BAX as the Germany companies comparatively trend to be decentralized. Different organization cultures also have affected the companies’ development strategies. UPS proceeds with a solid steady pace; FedEx presses on innovation and new services; DHL emphasizes globalization conception; BAX focuses on freight and supply chain logistics. Besides, there is much differential competitiveness between these companies. UPS has complete North American map and strong package delivery ability; FedEx has the largest air cargo fleet and great information technology; DHL has the first-mover advantage in most regions worldwide, and good coverage to the third world; BAX has powerful information technology and ability to provide supply chain solutions to business custiomers. At last, this research collects and induces key success factors of integrated logistics service providers as follows: merging and strategic alliance timely, providing innovative service, applying advanced information technology, and focusing on the developing of business core competitiveness.

第一章　緒論.........................................1
　 1.1　研究動機與目的...............................1
　 1.2　研究內容與範圍...............................2
　 1.3　研究方法與架構...............................3
第二章　文獻回顧.....................................5
　 2.1　物流與供應鏈管理.............................5
　 2.2　專業物流服務業...............................9
第三章　優比速國際快遞公司發展分析..................12
　 3.1　發展背景與歷程..............................12
　 3.2　組織文化....................................16
　 3.3　營運近況....................................17
　 3.4　核心競爭力..................................24
　 3.5　未來發展趨勢................................25
第四章　聯邦快遞公司發展分析........................26
　 4.1　發展背景與歷程..............................26
　 4.2　組織文化....................................30
　 4.3　營運近況....................................33
　 4.4　核心競爭力..................................38
　 4.5　未來發展趨勢................................38
第五章　洋基通運公司發展分析........................40
　 5.1　發展背景與歷程..............................40
　 5.2　組織文化....................................44
　 5.3　營運近況....................................45
　 5.4　核心競爭力..................................50
　 5.5　未來發展趨勢................................51
第六章　寶靈頓通運公司發展分析......................52
　 6.1　發展背景與歷程..............................52
　 6.2　組織文化....................................55
　 6.3　營運近況....................................56
　 6.4　核心競爭力..................................61
　 6.5　未來發展趨勢................................62
第七章　全球整合型物流服務業者比較分析..............63
　 7.1　全球市場佈局演化與發展......................63
　 7.2　組織成長與營運近況..........................69
　 7.3　綜合比較分析................................79
第八章　結論與建議..................................83
　 8.1　結論........................................83
　 8.2　建議........................................84
參考文獻............................................85
附錄一　專家訪談問卷綱要............................87
附錄二　專家訪談對象................................88

1.　 中國物流網，http://www.china-logisticsnet.com/, 2007/5.
2.　 中國物流聯合網，http://www.un56.com/, 2007/5.
3.　 中國國際物流，http://www.wuliu.org/, 2007/5.
4.　 中華民國物流協會，http://www.talm.org.tw/, 2007/5.
5.　 台灣全球運籌發展協會，http://www.glct.org.tw/index.asp, 2007/5.
6.　 台灣國際物流協會，http://www.tilagls.org.tw/tila_form.htm, 2007/5.
7.　 行政院經濟建設委員會，http://www.cepd.gov.tw/index.jsp, 2007/5.
8.　 林育賢，「企業電子化與經營績效關係之研究─以國際快遞業DHL洋基通運為例」，淡江大學商學院暨管理學院高階主管管理碩士論文，民國91年。
9.　 物流技術與戰略雜誌社，http://www.logisticnet.com.tw/main.asp, 2007/5.
10.　阿里巴巴，http://china.alibaba.com/, 2007/5.
11.　范錫•崔伯(Vance Trimble)著，聯邦快遞傳奇─快遞業的黑馬，李璞良譯，絲路出版社，初版，1994年。
12.　麥克•貝區(Michael D. Basch)著，贏在客服，蔣宛如譯，台灣培生教育出版股份有限公司，初版，2003年。
13.　馮勇，全球最大物流公司配送專家UPS，新瀚文化事業有限公司，初版，2005年。
14.　銳智，聯邦快遞非常攻略，如意文化事業股份有限公司，初版，2006年。
15.　Accenture, http://accenture.tekgroup.com/index.cfm, 2007/5.
16.　Alghalith, N., “Competing with IT: The UPS Case,” Journal of American Academy of Business, Vol. 7, No. 2, 2005, pp. 7-15.
17.　BAX, http://www.baxworld.com/CorporateSite/?Clear=1, 2007/5.
18.　Bearth, D. P., “DHL Exel Leads Top 25 Warehouse Operators,” Transport Topics, Iss. 3706, 2006, p. S14.
19.　Christopher, M., Logistics and Supply Chain Management: Strategies for Reducing Cost and Improving Service, 2nd Edition, London: Financial Times Prentice Hall, 1998.
20.　Cooper, M. C., Ellram, L. M., “Characteristics of Supply Chain Management and the Implications for Purchasing and Logistics Strategy,” The International Journal of Logistics Management, Vol. 4, No. 2, 1993, pp. 13-24.
21.　Coyle, J. J., Bardi, E. J. and Langley, C. J., The Management of Business Logistics, West Publishing Company, 1996.
22.　CSCMP, http://cscmp.org/Default.asp, 2007/5.
23.　DHL, http://www.dhl.com/splash.html, 2007/5.
24.　Drucker, P., “The Economy’s Dark Continent,” Fortune, Vol. 103, No. 4, 1962, p. 72.
25.　FedEx, http://www.fedex.com/, 2007/5.
26.　Grove, A. S., Only the Paranoid Survive, Currency, 1999.
27.　Hannon, D., “The Long and Short on the Impact of DHL-Airborne,” Purchasing, Vol. 133, No. 5, 2004, pp. 47-49.
28.　Inbound Logistics, http://www.inboundlogistics.com/index.shtml, 2007/5.
29.　Lambert, D. M., Cooper, M. C. and Pagh, J. D., “Supply Chain Management: Implementation Issues and Research Opportunities,” The International Journal of Logistics Management, Vol. 9, No. 2, 1998.
30.　Porter, M. E., Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, New York.
31.　Sink, H. L., Langley, C. J. and Gibson, B. J., “Buyer Observations of the US Third-Party Logistics Market,” International Journal of Physical Distribution and Logistics Management, Vol. 26, No. 3, 1996, pp. 36-46.
32.　Stadtler, H. and Kilger, C., Supply Chain Management and Advanced Planning, Springer Berlin Heidelberg, 2000.
33.　Schulz, D. J., “DHL Crashes the Party,” Logistics Management, Vol. 44, No. 8, 2002, pp. 59-62.
34.　SCOR, http://www.supply-chain.org/cs/root/home, 2007/5.
35.　UPS, http://www.ups.com/, 2007/5.
36.　Wikipedia, http://en.wikipedia.org/wiki/Main_Page, 2007/5.