우리나라 企業의 제4자 物流 活用方案에 관한 硏究

국문 초록 (Abstract)

오늘날 제품을 생산하는 제조기업들은 더 이상 시장의 지배자가 아니다. 롤러코스터처럼 급변하는 최근 시장의 환경에서, 제조기업들이 여전히 시장의 지배자라고 한다면, 그들은 변함없이 시장 안에서 발생하는 상품의 공급이나 판매가격의 결정, 매출 등의 문제들을 주도적으로 통제하고 해결하여야 한다. 그러나 현실은 오히려 유통회사들이 상품을 직접 기획하고, 생산에 참여하는 등 상품의 수요창출과 공급을 결정하고 상품의 판매가격결정과 같은 문제들에 있어서 시장을 선도하고 있다. 따라서 제조기업들이 과거와 다른 시장환경 아래에서 경영수지를 개선하고 지속적으로 이익을 가능하게 하려면 과거보다 더 많은 노력을 기울여야 하는데 그 중 하나가 바로 특별한 물류전략이다.
특별한 물류전략이 제조자들로 하여금 경영수지의 개선을 가능하게하고 이익을 극대화할 것이라는 증거는 지금까지 제조자들이 물류분야만 제외하고 나머지 분야에서 즉, R&D와 마케팅활동, 생산원가를 절감하는 등 그 동안 기업이 할 수 있는 모든 노력들을 시도해 왔기 때문이다. 물류는 그 성격상 서비스영역이며 제조자의 사업분야에서 그 비중이 크므로 특별한 물류전략은 이제 제조기업의 부수적인 업무의 영역이 아니라 필수전략으로 오늘날과 같은 경기침체 상황에서 제조기업들의 생존에 절대적으로 필요한 비용절감과 매출증가라는 경쟁력 강화의 중요한 방법이다.
지금까지 제4자물류에 관한 연구로는 제4자물류도입의 필요성에 관한 논의수준의 연구가 몇몇 있었다. 그러나 제조기업이 제품을 생산하여 소비자에게 전달하는 과정까지 어느 한 부분도 물류를 통하지 않고서는 가능하지 않으므로 그 동안 3자물류가 안고 있었던 문제점을 해결하고 제조기업들이 글로벌 소싱(global sourcing), 공급사슬통합(supply chain integration), 원스톱솔루션(one stop solution)과 같은 욕구들을 충족하려면 4자물류가 바람직하다.

다국어 초록 (Multilingual Abstract)

Outsourcing is a viable option for companies. Businesses outsourcing owing to many reasons-increase shareholder value, reduce costs, business transformation, improve operations, overcome lack of internal capabilities, keep up with competitors, gain competitive advantage, improve capabilities, increase sales, improve service, reduce inventory, increase inventory velocity and turns, mitigate capital investment, improve cash flow, tum fixed costs into variable costs and other benefits, both tangible and intangible. To the maximum, and if done correctly, outsourcing and business process outsourcing can be used to create a viable virtual corporation.
3PLs have led the way in logistics outsourcing. Drawing on its core business, whether it be forwarding, trucking or warehousing, they moved into providing other services for customers. Creation of a 3PL presented a way for a commodity-service logistics provider to move into higher margin, bundled services. Customers, anxious to reduce costs, want what 3PLs have to offer. The potential market opportunity for outsourced logistics service providers, whether domestic, international and or global is huge. But something has happened on the yellow-brick road. The reasons are varied, but the bottom line is many have failed at their own business transformation. Some 3PLs have not moved past their core commodity service to become true multi-service providers. Or international 3PLs have not understood how to provide domestic services; or domestic ones have not succeeded at venturing into international logistics services.
4PLs. Into the service vacuum created by 3PLs, the 4PL has emerged. Using a 4PL, fourth party logistics service provider, is different than the traditional 3PL. Much on 4PLs discusses technology. Technology is not the answer; it is part of the answer. It is one element of success of process, people and technology. 4PLs see the process and what is required to make it succeed.
A good 4PL will have the shipper perspective and experience in what he does and offers to prospective customers. That means a better understanding of the complexity of the customer's requirements, present viable solutions and to have customer satisfaction and retention. The firm sees the relationship, not a chunk of freight. Instead the BPO provider seeks incentives and metrics to define the relationship and collaborates with each customer as to goals and outcomes. A 4PL wants to position itself as an extension of and part of its customer. This BPO provider recognizes the role of and need for information technology in managing the process.
Conclusion. Some 3PLs have not fully stepped up to meet the exact needs of customers. Some have become too focused on "managing" tasks, not processes and on serving the parent company's core business, and have missed opportunities to present value. The 4PL opportunity exists because 3PLs failed to meet the real logistics/supply chain requirements of customers. There will not be a "model" (or cookie cutter) for the 4PL. After all, he knows to customize to the needs of each customer. As a result, 4PLs have become alternatives for business process outsourcing. These new BPO logistics service providers enable firms to manage a critical part of their supply chain by providing visibility and integration across multiple enterprises. They manage with the three key elements of process, people and technology. Users of a 4PL can focus on core competencies and better manage and utilize company assets and resources, as to inventory and personnel.

목차 (Table of Contents)

• 요약
• Ⅰ. 서론
• Ⅱ. 우리나라 企業의 物流實態
• Ⅲ. 우리나라 製造企業物流의 問題點
• Ⅳ. 우리나라 기업의 제4자물류의 활성화 방안
• Ⅴ. 결론
• 참고문헌
• Abstract