回顧過去十年，整個企業環境和物流市場已經歷了很大的改變。 根據一項問卷調查資料顯示，在美國的第三方物流市場，已經由1996年的310億成長到2004年的850億。 因應廣泛產業中各個公司不斷地增加需求，物流市場也同樣地擴大它的服務範圍，尤其是針對需要跨國物流服務的顧客。 第三方物流產業一直不斷地成長， 目前提供第三方物流業者當務之急就是擴充服務區域，增加服務項目以滿足顧客現在和未來的需求；整合資訊技術，並開發與顧客和其他企業公司之間的關係以應未來的成長和擴充。我們期待在以後的幾年，能看到供應和使用委外物流的服務，有大幅的改變和加強。 RFID 的技術一直發展地非常快速， 全世界最大的零售商 Wal-Mart自2004年開始將RFID導入其物流供應鏈後，經過了2年時間，Wal-Mart的RFID成果已然浮現，自導入RFID後，其門市缺貨比例降低了16%，補貨速度提高3倍 、門市補貨效率加快63%、門市平均庫存量則降低了10%，顯著的導入績效讓Wal-Mart決定擴大計畫。 Wal-Mart以第二方物流角色成功地導入RFID ，並能帶領其他製造廠商和零售業者相繼的投入RFID的技術。 本文中的RFID的個案，是以目前某第三方物流公司的實際運輸環境為Pilot對象，希望藉此測試能夠定訂出支援RFID所需的電腦基礎架構。確定使用RFID的技術和設備相關的限制，並提供建議做為日後導入RFID的依據。同樣的測試方法也適用於一般物流倉儲管理。 在台灣我們沒有像Wal-Mart和EPC這樣大的零售商和單位， 所以政府機關應該支持相關單位導入RFID。 同時政府也應該主動加強與EPCglobal這樣的國際組織合作，參與制定RFID的標準與規範。 建議政府發起類似像Future Store， 由歐洲第三大貿易及零售公司- METRO Group 建造在德國的未來商店，這樣的專案計畫，結合製造商、零售商、配送商，推展 RFID 在物流的應用。 製造商、零售商和配送商能了解RFID 的價值，及RFID對企業的好處，經由第三方物流公司的整合與加值服務，以滿足顧客的需求。 關鍵詞：第三方物流、RFID / Looking back over the past decade, the overall business environment and the logistics sector has experienced significant change. The US 3PL logistics market grew from an estimated US$31 billion in 1996 to US$85 billion in 2004. In response to the expanding needs of companies across a broad range of industries, the logistics sector is being asked to expand its services for customers with global logistics needs. This has created a growing market for comprehensive, global 3PL services. The 3PL industry is still growing. Among the priority currently facing 3PL providers are regional expansion, broadening services to meet the needs of current and future customers, integrating information technologies, and developing relationships with customers and other business firms that will facilitate the growth and expansion that lies ahead. We expect to see in the years ahead significant changes and enhancements to the provision and use of outsourced logistics services. RFID technology is developing fast. Wal-Mart, the biggest retailer in the world today, uses RFID technology to resolve the bottleneck at the receiving end that makes receiving hugely easier. RFID allows Wal-Mart to track any pallet or box at each stage in its supply chain and know exactly what product from which manufacturer is inside, with what expiration date. RFID also helps Wal-Mart to keep the products on the shelf more often and allow quicker remixing of the supply chain in response to events. Wal-Mart is the most successful 2PL company that deployed full RFID system. We can share this story with other manufacturing companies and retailers so RFID can be deployed among them. The objective of the sample pilot case in this paper is to facilitate the RFID in a live transportation environment to identify the IT architecture and infrastructure necessary to support RFID. To identify limitations in RFID technology and equipment and to make recommendations for further development and roll-out. It can also be applied in a warehouse. Simply by creating RFID fields at every inbound and outbound point it will eventually be possible to monitor the exact movements of every pallet, carton or item during its time in store and in 4 transit through an integrated cross docking system. In Taiwan, we don’t have a big retailer company such as Wal-Mart, or a large organization such as EPCglobal, therefore, local government and its related departments must support the deployment of RFID and collaborate with EPCglobal international organization. Local government shall also initiate and sponsor the concept of “Future Store”, built by METRO Group in Germany, to educate our manufacturers, retailers and distributors the value of RFID and the business benefits of RFID. As to 3PL, it is suggested that 3PL providers need to focus on what they do best. That is, 3PL providers must deliver value for their core services. After that, 3PL providers need to understand the businesses of the industries and to build strong capability in logistics and integrate its global capabilities. Therefore, 3PL providers can provide their RFID solutions to meet their customers’ needs. Keywords: 3PL, RFID

面對國際貿易環境全球化，國內企業經營發展策略與目標已經從本土拓展到全球。目前許多國際大型企業（例如HP、DELL）在勞動與土地成本較低廉之東南亞與大陸等地選擇供應商進行全球採購，或將生產基地移至當地，再將採購之產品銷往母國或行銷至全球市場。而扮演供應商的台灣企業將營運總部與設計等部門留在台灣，因此跨國生產所需的原物料、到成品配送之物流控管相當重要。 台灣為發展「全球運籌中心」近年來進出口原物料與成品改用航空貨運或快遞做全球物流配送愈來愈多，為增加廠商全球競爭力的提升，海關實施縮短通關時程之簡化制度稱之空運簡易報關制度，對全方位物流運輸服務業者UPS、DHL、FEDEX在快遞專區使用其通關作業更為簡便與無紙化，無疑對本土國際物流業者造成更大生存威脅與競爭壓力。台灣的國際物流業者規模小而且過多，在彼此激烈競爭下，顯少業者對服務功能的擴大、資訊化的服務、專業人才的培育做積極投資來提升服務品質。 國際物流業者面對企業需求不斷的增加，多數業者只是想辦法應付客戶現狀要求，少數業者能提供更多的物流服務。由於物流涵蓋業務與範圍廣大，以我國國際物流業者的體質來看，惟有物流業界的水平整合或垂直整合，加上資訊科技化，才能滿足趨勢需求，才能有競爭力。整合的解決方案為何，由誰來整合最有機會與條件，本論文將以國外物流產業發展方向及國內國際物流產業的分析，找出我國國際物流業者的未來發展，是否可以發展出我國的第四方物流為研究的課題。 目前國外國際物流的發展現況與趨勢，對我國國際物流的發展影響，以及我國製造產業大量外移中國大陸、高科技產業對供應鏈整合服務的需求，業者如何提出完整的物流服務架構，我國國際物流業者能否發展成為第四方物流，以此第四方物流共同服務兩岸三地市場。故本研究之目的要探討在國際貿易全球化的趨勢下，國際物流的發展方向為何，對我國物流產業的影響分析及探討我國第四方物流讀未來規劃。 / Taiwan enterprises have shifted their business strategy and goal from the domestic to the global market in order to adapt themselves to the globalization trend. Today, multinational corporations such as HP and DELL either set up their purchase center at South East Asia or/and China to locate their suppliers, or they move their manufacturing plant to those areas where labor cost and land cost are relatively cheaper. These MNCs later ship the products they purchase or produce in low cost areas to their headquarters or global marketplace. As for Taiwanese enterprises who play the role as the suppliers in this global value chain, since their headquarters and R&D centers are normally located in Taiwan while they need to ship the raw materials and finished goods to overseas, the logistics management becomes a critical issue. In aim to become the ‘global logistics center’, airfreight or courier express is used by the enterprises for global delivery in greater scale in the recent years. At the same time, Taiwan Customs has simplified the customs clearance procedures which they named it ‘Simplified Clearance for Express Consignment’ to shorten the cargo clearance time and facilitate the paperless customs clearance for courier express service providers like UPS, DHL and FEDEX. This beneficial act to the big courier express players creates stronger competition and threat to the local global logistics service providers who are the majority in the marketplace but with smaller company size. Even though under the severe competition, Taiwan local logistics service providers didn’t expand their service, nor enhance their management information system, nor cultivate professional staff to improve the service quality. Facing the unceasing requirements from the enterprises, global logistics service providers are merely struggling to fulfill the present needs of the customs, few of them can provide additional logistics services. Since the service and business scope of logistics industry is very wide; and given the constitution of Taiwanese global logistics service providers, the only solution to improve the competitiveness of Taiwan global logistics industry is to integrate the logistics industry both vertically and horizontally with the support of the information technology. This paper will discuss the integration solution and the best candidate to integrate the logistics industry. Based on the study of the development trend of the logistics industry in foreign countries and the local logistics industry analysis, this paper will discuss the future development of Taiwan global logistics service providers and explore the possibility of developing forth-party logistics in Taiwan. Observing the current status and the development trend of the foreign global logistics industry, as well as the strong needs to integrate the supply chain for local high-tech industry, this paper will present the architecture of the logistics service in aim to develop into forth-party logistics to serve the cross-strait market.

逆物流(reverse logistics)代表了將使用過的產品從消費者手上收回、並將此資源重新在市場上再利用的一連串物流活動。其配送成本往往比正向物流高，對於回送之產品，在運送、儲存、處理、管理方面亦無規律通路，較正向供應鏈增加許多的複雜性和不確定性，企業往往選擇將逆向物流之活動外包給專業物流服務商。 / 對逆向物流服務商來說，既以營利為目標，便有營運範疇內法規、利潤、運輸成本、營運成之考量。過去逆向物流方面之研究主題，多以逆向供應鏈上的廠址設置為主，本研究針對同時具有多個處理廠的逆物流服務供應商進行探討，建立適合的營運模式，考慮多時期、多個逆物流處理廠、多種型態的退回商品，建立一數量決策模式，以逆物流服務商的最大營運利潤為目標，探討逆物流之下的最適合再生物料接受訂單數量、以及個別逆物流處理中心之最適合當期處理量，考慮可能因退回商品回收量之不確定性、處理產出比率的不確定性影響處理廠之中再生物料的實際產量。對於模式當中的不確定因子，本研究建構以情境為基礎的穩健最佳化之模式求得穩健解。 / Reverse logistics reflects a serial of activities including collecting return products from consumers, recycling, reusing, and reducing the amount of materials used. Implementing reverse logistics is complicated and costs more than forward logistics to a firm. Furthermore, there is not a regular way to handle those transportation, storage, processing and management process. In order to reduce cost and focus on core business, industries choose to outsource those processes to third-party reverse logistics provider. / Previous literatures used to focus on the topic of facility location allocation or designing the infrastructure of reverse logistics distribution channels. From a reverse logistics provider perspective, this research concerned about the operational profit of the reverse logistics service provider who has multiple collection sites and refurbishing processing facilities. This research attempts to maximum the net-profit and presents a multi-period, multiple processing facilities, and multi-type return products to optimize the solution of the quantity of processing return products in each refurbishing processing facilities and the quantity of used material ordered by industries. The formulation uses a scenario-based robust optimization approach to solve those uncertainty factors such as the volume of product collection, the usage rate of return product in this model.

台灣圖書出版業者為了增加競爭優勢、降低成本，將物流業務利用外包處理的方式已經相當普遍。為實現使用第三方物流業者之物流服務所帶來之效益，選擇適當的第三方物流公司作為合作夥伴是成功的關鍵之ㄧ，因此如何評選第三方物流公司，就顯得格外重要。 有鑒於圖書出版業者以往易根據供應商的印象或交情，抑或僅憑自己主觀的認定評選物流供應商，比較缺乏系統性的評選；又考量的因素往往難以完全獨立，為解決此一問題，本研究提供一第三方物流供應商評選方法，其包括： 1. 篩選第三方物流供應商評選指標；以及 2. 利用分析網路程序法（ANP）確立評選指標之相對權重。 在參考過去相關研究，並透過專家訪談，歸納出適用於圖書出版業對於第三方物流業者之評選指標，其分為服務品質、履約能力、服務品質、價格條件、資訊管理能力、經營績效五大構面以及17個評選指標；並利用ANP將評選指標之間的相依回饋關係納入考量，找出各指標的權重，以作為企業評選第三方物流業者之評選參考。 之後，本研究以使用第三方物流之圖書出版業者為實例進行說明。研究中發現，圖書出版業者間在評選第三方物流供應商時，所重視的指標會有所不同，業者會根據過去與物流供應商實際合作情況，回饋於選擇第三方物流供應商的系統中，修正評選指標，調整權重認定，以找到適合的物流供應商。以個案公司來說，於第三方物流供應商評選時，對於訂單履行準確性及準時將貨物送達顧客是最重要的考量因素，其反映個案公司過去與第三方物流供應商合作之經驗。 最後，本研究所提供之方法亦可提供決策者充分的資訊與系統化的思考，有利企業做為最終決策的參考。 / As book publishing firms are looking to increase competitiveness, strengthen core competencies and lower overall costs, outsourcing logistics to third party logistics (3PL) service providers have become common practice. To ensure the success and to maximize the benefits of such practice, the selection of the 3PL becomes particularly crucial. This study provides a comprehensive methodology to the selection of a 3PL provider, consisting of two parts: 1. Screening criteria to employ during the selection of a provider；and 2. Determining the relative importance of each screening criterion by the analytic network process (ANP) approach. A total of seventeen criteria have been identified by experts in the book publishing industry with respect to service quality, capabilities, price, information technology management and operational performance of the 3PL providers. As interdependencies exist between each criterion and cannot be captured by the analytic hierarchy process (AHP), to solve such types of problems, this study utilizes ANP to determine the relative weighting in the selection of a 3PL provider. Thereafter, the application of ANP for the selection of a 3PL provider is demonstrated through an illustrative example. The result of the example provided indicates that the criteria of shipment error rates and on-time shipment and deliveries are the most important, and this reflects the influence of the experiences from past cooperation between the case company and 3PL providers. This approach also enables the decision-makers to better understand the complex relationship between the relevant attributes during the decision-making process, which may subsequently improve the outcome of the decision.

在知識經濟時代中，智慧資本是企業維持競爭優勢的關鍵所在。本研究採個案研究法，再輔以問卷調查。以物流公司為研究對象，探討其所重視之智慧資本及相關之管理制度。此外，並發展智慧資本內部報導方式。研究結論如下： 一、個案公司重視之智慧資本項目共30項。 二、對於重要之智慧資本項目，個案公司設有管理制度。 三、個案公司之智慧資本管理制度有其可改進之處。 四、個案公司之智慧資本內部報導內容包含公司之使命、願景、策略與策略性目標，而每項策略性目標都有其相對應之智慧資本項目。個案公司可就各智慧資本項目發展合適之衡量指標。 / In the knowledge-based economy, intellectual capital is the key factor to help enterprises maintain its competitive advantage. This study adopts case study method and is assisted with questionnaire survey analysis. This study takes the logistics company as the object company to discuss what are the intellectual capitals that the logistics company emphasizes and the relevant management systems. Furthermore, this study develops the form of internal intellectual capital report. The conclusions are as follows: 1.The company considers 30 intellectual capital items important. 2.The company has the relevant management systems for these 30 items. 3.There are some parts of the management systems that could be improved. 4.The company’s internal intellectual capital report includes the company’s mission, vision, strategy, and strategic goals, moreover, the strategic goals accompany relevant intellectual capital items. The company can develop the appropriate indicators.

台資物流企業面臨客戶大量西進中國，市場大幅萎縮的窘境，而彼岸市場卻是商機無限。自從中國加入世貿後，不斷深化體制改革，改善投資環境，推動經濟快速增長，不僅累積大量外匯存底。其次，中國大陸在成為世界工廠後，為降低對外貿易的依存度，積極擴大內需市場，鼓勵消費，間接帶動龐大的物流市場。根據美國國際數據資訊(IDC)的預測，未來十年中國委外物流將以每年40 %的速度激增。此外，從2006年起，中國物流業已經全面開放，取消對外資的限制。在外資不斷湧入之下，大型物流業者挾帶資金、技術和全球網路優勢，逐漸擴展中國大陸的物流市場；而本地物流業者，也在政策的扶植下和地緣的優勢，快速轉型升級，搶佔市場。台資物流企業面對這全球物流業的最主要的競技場，如何憑藉自身的優勢，配合主客觀環境的演變，掌握中國物流產業未來可能的趨勢與變化，作為佈局中國，開拓新市場，變成是一個必須面對的課題。 / 本研究的課題是以產業、區域經濟、消費、基礎建設、環境保護等經濟層面為主，圍繞在中國境內物流的發展。以台資物流企業經營路線貨運的零擔（LTL，Less Than Truck）物流業者的角度為出發點，依據其產業特性，剖析中國物流業的基礎環境、產業結構、產業發展策略、政策法規、交通建設等主題，再佐以中國物流業的市場特色、外資與本地物流業者的合縱連橫等要素分析，進而了解中國現代物流的範疇與多樣性。 本論文研究核心在於探討中國的物流環境與未來趨勢，以作為台灣物流業，特別是零擔物流業者，在進軍中國大陸策略佈局時的參考。本研究試圖以較宏觀的角度，勾勒出中國物流產業的發展概況；外資進入中國的戰略，再對照歐美物流業的發展歷程，來推估未來中國現代物流的走向。再以微觀的角度切入市場需求與發展趨勢，形成一套台資物流企業部署中國的可行方案。 / It is suffered by Taiwan based logistics enterprises that their major customers move forward to China for the business reasons. This not only causes the Taiwan market to shrink but also makes the market in China grow very soon. Since China entered WTO, it strengthened the architecture of the governance system, improved the investment environment, which stimulated the economic growth and accumulated huge money from foreign trading. After China becomes the world manufacture factory, it reduced the dependency from foreign trading, aggressively expanded its domestic market and encourage people to spend money in consumer markets, which indirectly created a huge logistics market. According to the evaluation of IDC, the outsourcing logistics market will grow 40% per year in the coming 10 years. In addition, Chinese government started to open the market since 2006, it modified the law and allow foreign enterprises to manage domestic markets. Therefore, most foreign logistics enterprises entered China market and made the market expand gradually through capital, technology and network advantages. Moreover, local logistics enterprises adapted their business models to grab the market share through the government support and leverage the benefits of local people. How Taiwan based enterprises facing the global major market of the logistics to compete with others on the basis of their own advantages, fulfill the requirement of the changing business environments , learn to ride the trend of the industry from the planning of the deployment in China and open new markets become a serious subject. / The scope of this research focuses on the economic level issue, including industries, area economics, consumers, infrastructure and environment protection around Chinese domestic markets. It is from the point of the view of LTL(Less Than Truck) supplier, which runs the regular truck transportation featuring the characteristics of this domain to analyze the infrastructure, industry architecture, development strategies, policies, regulations and so on. The discussion of the Chinese market characteristics along with industry corporation, competition between foreign and local logistics service providers can further define the Chinese modern logistics category and diversity. The core of this research is to probe into the industry environment and the future trend of China logistics to build the guideline for Taiwan based enterprise to enter the China market. It attempts to make a profile of the China logistics industry through broad viewpoints and predict the China logistics trend from the reference of the strategy of foreign competitors and the history of Europe and US development and furthermore, through the understanding of the market requirements to work out the deployment plan in China.

全球性的產業面對國際化的競爭，企業為求生存發展，對於資源的需求必須尋求國內外最佳發展與佈局。隨著運輸系統及通信技術的進步，全球供應鏈的興盛已是必然的趨勢。這些跨國企業專注於自己的核心事業，對於非主軸業務皆採以外包方式委外執行。其中以國際物流運作因涵蓋業務範圍廣且複雜非一般產業所能承擔，採外包方式是一種正確的決策。 物流產業居於專業分工及委外需求日盛的市場中，因此物流產業的市場不斷的擴大，而且對物流需求的服務項目變得多樣且複雜，尤其是國際物流及全球供應鏈。但相對的物流業者間的競爭更形激烈，誰能提供更完整、更準確、更快速及更低廉的服務，誰就能主宰市場。 本研究首先就物流定義、國際物流、第三方物流及第四方物流等活動深入探討，以我國國際物流業者的體質來看，惟有物流業界的水平整合或垂直整合，加上資訊科技化，才能滿足趨勢需求，才能有競爭力。整合的組織方式及解決方案為何，由誰來整合最有機會與條件，本論文將以第四方物流為目標，分析國內物流業者可以採行的整合方式，在業務整合之同時探討資訊整合之可能性及整合方式。並且提出一個以SOA為核心之電子化企業協同合作架構，運用服務導向的開放式及模組化優點來架構第四方物流系統。 倉儲/物流中心及海空運承攬業者是有能力發展成第四方物流業者，因此這兩者在價值鏈中是很好的雁行領導者。透過此領導者本身之條件，再以策略聯盟的方式擴充至其他上下游物流業者，串聯成完整的價值鏈，可快速構成第四方物流組織。 第四方物流組織以策略聯盟的方式構成，目標是串聯成完整的價值鏈，但策略聯盟組織是鬆散的組織，要使價值鏈發揮效益須要藉助協同商務，尤其是資訊的協同作業。要發展協同商務，就需要有共通的標準與可用的技術。。SOA分析架構是一種新的觀念，目前沒有明確的方法可參考，經本研究驗證，使用Zachman framework的原則，使得在SOA\Web service實作較為簡單可行。 / Facing international competition, global enterprises are developing the international optimal resource allocation. Global supply chain is necessary due to the progress in transportation and communication technique. These enterprises focus in core business and outsource others. Global logistics is first priority in outsourcing, because its coverage is wide and it is very complex. The global logistics market grows bigger and bigger, because the global market are progressing towards specialization and outsourcing. The global logistics and supply chain need varied and integrated services. In the violent competitive environment, the one who can provide complete, precise, quick, and integrated service will dominate the market. This research will first discuss the definition and characteristics of global logistics, then discuss 3PL and 4PL activities and core competence. Since the service and business scope of logistics industry is very wide; and given the constitution of Taiwanese global logistics service providers, the only solution to improve the competitiveness of Taiwan local logistics industry is to integrate the logistics industry both vertically and horizontally with the support of the information technology. This paper will discuss the integration solution and the best candidate to integrate the logistics industry, followed by the discussion to build collaboration commerce system by SOA. Warehouse/logistics centers and freight forwarders are best candidates to develop 4PL. These two businesses are best leaders in logistics value chain. Base on these leaders’ capacity to extend to upstream and downstream partners by strategic alliances, they can build full logistics value chain easily and quickly. But the organization structure of strategic alliance is loose. If they want to run the 4PL organization efficiently, they must use collaboration commerce, especially, by information technique. The research confers to develop collaboration commerce using SOA. SOA is a new concept. Right now, there is no full methodology to refer. From the results of the research, we prove that using Zachman framework principle can make SOA or Web service implementation simple and feasible.