外文翻譯--用港口物流及供應(yīng)鏈管理方法來評價港口績效（節(jié)選）

1、<p>　　2474單詞，4400漢字</p><p>　　本科畢業(yè)論文外文翻譯</p><p>　　外文題目：A logistics and supply chain management approach to port performance measurement </p><p>　　出 處：

2、MARIT. POL. MGMT </p><p>　　作 者：Khalid Bichou and Richard Gray </p><p><b>　　原 文：</b></p><p>　　A logistics and supply chain management approach to

3、port performance measurement</p><p>　　By Khalid Bichou and Richard Gray</p><p>　　MARIT. POL. MGMT </p><p>　　2004 VOL. 31, NO. 1, 47–67</p><p><b>　　ABSTRACT</b&

4、gt;</p><p>　　Although there is widespread recognition of the potential of ports as logistics centres, widely accepted performance measurements for such centres have yet to be developed. The essence of logist

5、ics and supply chain management is an integrative approach to the interaction of different processes and functions within a firm extended to a network of organizations for the purpose of cost reduction and customer satis

6、faction. The logistics approach often adopts a cost trade-off analysis between functio</p><p>　　Introduction</p><p>　　Measures of port efficiency or performance indicators use a diverse range of

7、 techniques for assessment and analysis, but although many analytical tools and instruments exist, a problem arises when one tries to apply them to a range of ports and terminals. Ports are very dissimilar and even withi

8、n a single port the current or potential activities can be broad in scope and nature, so that the choice of an appropriate tool of analysis is difficult. Organizational dissimilarity constitutes a serious</p><

9、p>　　Ports have an important role to play in the integration of all three types of channel. There are many organizations occupied (or potentially occupied) with logistics and supply chain integration within and around

10、ports, mainly in the role of logistics channel facilitators (ocean carriers, land-based carriers, port operators, freight forwarders, port agents, etc.), but also as public institutions such as Customs authorities. This

11、paper seeks to adopt an approach that incorporates within a valid f</p><p>　　Background literature</p><p>　　Port performance and efficiency</p><p>　　UNCTAD suggests two categories o

12、f port performance indicators: macro performance indicators quantifying aggregate port impacts on economic activity,and micro performance indicators evaluating input/output ratio measurements of port operations. In this

13、paper, we focus on the micro level. Various references, particularly UNCTAD monographs, provide a range of port indicators by ratio type and category of operation. There are many ways of measuring port efficiency or prod

14、uctivity, although reducible</p><p>　　Many ports, particularly those in urban areas, have inadequate land-side connections. Land-side efficiency also needs to be addressed when ways are sought to expand port

15、 capacity. Port capacity is difficult to measure or even to define. It is, nevertheless, likely to be easier for a port to make better use of existing capacity rather than subsidize new transport infrastructure. A logist

16、ics and supply chain approach may achieve better use of port capacity. </p><p>　　Port activities are usually measured by cargo output or through production functions. In the first case, the assessment of eff

17、iciency is based either on the contribution of a single factor productivity to port throughput such as output per worker or output per wharf, or on the measurement of total cargo handling productivity, where performance

18、evaluation equates port operations to the production function. Much empirical research falls under this category and seeks to compare actual output to opt</p><p>　　Review of port literature relevant to logis

19、tics and supply chain management.</p><p>　　In the port and shipping literature, few authors have addressed the issue of logistics and supply chain management within ports and across their network of organiza

20、tions, and many published works adopt a fragmented approach to port operations.Although current literature recognizes the role of ports as integral components of distribution systems, many studies disaggregate total port

21、 operations and focus on single or a few elements of port activity. Literature on port logistics has only developed </p><p>　　addition to cargo handling, and ‘fourth generation’ ports as those that are separ

22、ated geographically but with common operators or administration, such as by global multi-port companies [42]. In an effort to assess the logistics potential of ports, Harding and Juhel distinguish between general logisti

23、cs services (GLS) and value-added activities or logistics (VAL), with the latter being a common feature of containerised and general cargo. They highlight the increasing role of ports as ‘distriparks</p><p>

24、　　Much of the literature advocating the future of ports as logistics centres highlights their nodal role in the changing patterns of maritime and intermodal transport (e.g. hub and spoke systems), but overlooks logistics

25、 integration of the various activities performed within the port organization itself. Most published articles address separately different aspects of port management (cost-analysis, marketing, strategic planning, etc.) w

26、ithout incorporating them into an integrated logistics framewo</p><p>　　For some, this fragmented approach is mainly due to the complex organizational structure and management of ports, although recent port

27、privatization schemes may have made it relatively easier to apply an integrative logistics approach to port operations. Fleming and Baird consider that the lack of a ‘competitive community spirit’ among different port ac

28、tors (e.g. customs authorities) is largely behind the difficulty of managing activities from a logistics perspective. The complex organizational </p><p>　　Supply chain management extends the principle of log

29、istics integration to all companies in the supply chain through strategic partnerships and cooperation arrangements. Some regard the next challenge of supply chain management is to manage ‘pliant flows’ so as to ensure t

30、hat all parts of the chain ‘oscillate together’in an holistic fashion. In similar vein, others stress the need for ‘a(chǎn)gile’ supply chains in order to survive in a rapidly changing global environment. Paixao and Marlow adv

31、ocate th</p><p>　　Review of relevant logistics and supply chain measurements</p><p>　　Many techniques of logistics measurement adopt ratio instruments of financial reporting and productive effic

32、iency. For instance, logistics performance is assessed through productivity and utilization measurement, or by applying the DEA model to international channel productivity. Most of the available logistics measurements co

33、rrespond to a firm’s internal functions and processes. For example, a report by the European Logistics Association arranges logistics performance measurements into eight gr</p><p>　　In the area of supply cha

34、in management, the academic literature has been less successful in providing valid tools for performance measurement, and most performance measurements have been initiated by practitioners or consultants rather than thro

35、ugh academic research. Exceptions include Kaplan and Norton who combine several dimensions of performance measurement. They provide a linear cause-and-effect model claimed to serve both measurement and management objecti

36、ves. The Supply-Chain Operations Re</p><p>　　Towards a logistics and supply chain approach for ports</p><p>　　From the above discussion, it appears that there may be a methodological difficulty

37、in linking supply chain performance measurements to ports. Traditional port management is often typified by institutional fragmentation and conflict with other members of the logistics channel, whereas the supply chain m

38、anagement philosophy advocates process integration and partnership. A systemic approach to port performance is required. The systems approach should allow a neutral and objective perception of a p</p><p>　　M

39、ethodology</p><p>　　Action research</p><p>　　The methodology adopted for this study works within the action research paradigm. Action research is a process suitable where change is the main rese

40、arch subject, and the researcher participates in the change process. It requires a close relationship and collaboration between practitioners and researchers, made possible in the research described in this paper when on

41、e of the authors undertook a short-term appointment with the World Bank. Action research is most suitable for technique development</p><p>　　Exploratory investigation into feasibility of port performance mod

42、el</p><p>　　As an exploratory investigation, individuals with different types of expertise related to ports were approached to comment on the relevance and feasibility of the proposed model, shown in figure

43、3 with covering notes (see appendix). The participants consisted of three panels of experts, namely:</p><p>　　Analysis and results</p><p>　　Questionnaire responses and analysis</p><p&

44、gt;　　The questionnaire investigated current techniques of port performance measurement. The 45 respondent ports confirmed the regular use of combined indicators for both internal and external performance evaluation. As s

45、hown in table 2, financial measures are the most commonly used, closely followed by throughput measures for internal performance, whereas productivity and economic-impact indicators become more prominent for external com

46、parison with other ports.</p><p>　　Most ports were not satisfied with the current indicators (see table 3).However, when asked about logistics techniques for performance measurement and management over half

47、of the ports replied that they use them very seldom or never (see table 4).</p><p>　　Although responses may reflect a lack of interest in logistics operations and management, an alternative explanation may b

48、e the difficulty in understanding or applying logistics concepts and measurement techniques.</p><p>　　Comments by expert panels on model validity</p><p>　　Figure 3 and the appendix present a mod

49、el applying logistics and supply chain management concepts to port performance measurement. The model was sent to and discussed with different participants to assess its validity and feasibility within the context of por

50、t operations and management. Responses varied in many aspects, although all considered the model valid as a ‘first initiative’ that looks at port efficiency from the perspective of logistics and supply chain management.

51、The following section</p><p>　　Conclusions</p><p>　　The research aims at conceptualizing the port system from the perspective of logistics and supply chain management, and suggesting a valid fra

52、mework of efficiency measurement capable of reflecting the logistics scope of port operations and complementing, if not replacing, the conventional methods for port performance measurement and management biased towards s

53、ea access. By adopting a structured approach and methodology and involving a range of interest groups, the authors tried to ensure a valid</p><p>　　The results show a common interest in logistics and supply

54、chain management concepts across the various panels of experts. Respondents from the port group showed a lack of familiarity with logistics and supply chain management concepts, especially those related to logistics inte

55、gration, benchmarking and channel design, although there is common recognition of ports as key logistics and distribution centres.</p><p><b>　　譯 文：</b></p><p>　　用港口物流及供應(yīng)鏈管理方法來評價港口績

56、效</p><p>　　Khalid Bichou and Richard Gray</p><p><b>　　摘 要</b></p><p>　　盡管港口作為物流中心潛在能力已被廣泛的認(rèn)同，但還沒有一個被大家廣泛接受的性能測量標(biāo)準(zhǔn)出現(xiàn)。物流與供應(yīng)鏈管理本質(zhì)是通過一種綜合性的方法使一個企業(yè)的網(wǎng)絡(luò)組織在不同的流程和功能的相互作用下降低企業(yè)成本并

57、且使客戶得到滿意。物流效率通常是在功能，流程甚至供應(yīng)鏈之間采用成本權(quán)衡的分析方法計算得出。這種方法通過引導(dǎo)港區(qū)的物流發(fā)展使經(jīng)濟戰(zhàn)略走向增值化，同時還利于提高港口的效率。本文旨在表明，通過把港口物流與供應(yīng)鏈管理方法概念化，并提出一個有關(guān)港口性能的框架，擬議的框架對港口的管理人員和其他國際專家進(jìn)行了問卷調(diào)查。</p><p><b>　　簡 介</b></p><p>　

58、　港口效率或者性能是通過各種不同的指標(biāo)來評估和分析的，不過盡管有許多分析工具和手段存在，但是有許多問題出現(xiàn)當(dāng)人們試圖將這種方法應(yīng)用到一個港口或者碼頭的時候。因為每一個港口都是不一樣的，甚至在一個單一的港口目前的和潛在的范圍和性質(zhì)都是可以發(fā)生變化的，所以選擇一個適當(dāng)?shù)姆治龉ぞ呤窍喈?dāng)困難的。組織上的相異性嚴(yán)重的限制了資料的查詢，怎么來衡量，如何來衡量都是問題。此外，效率的概念是模糊的，難以證明一個典型的港口組織產(chǎn)業(yè)已延伸至生產(chǎn)，貿(mào)易和服務(wù)行

59、業(yè)。</p><p>　　港口在參與的三種類型的渠道整合中扮演了一個重要的角色。有許多港口組織和周圍機構(gòu)被物流和供應(yīng)鏈占領(lǐng)（或潛在的被占領(lǐng)），主要的物流通道調(diào)解者有海運承運人，陸上運輸工具，港口經(jīng)營人，貨運代理，港口代理等，而且還有一些海關(guān)部門的公共機構(gòu)。本文試圖采用一種方法，通過對港口物流和供應(yīng)鏈管理協(xié)會的調(diào)查，制定出一個能有效分析出現(xiàn)有港口的性能和效率或是物流與供應(yīng)鏈管理效率的框架。</p>&

60、lt;p><b>　　背景文獻(xiàn)</b></p><p>　?。ㄒ唬└劭诘男阅芎托?lt;/p><p>　　貿(mào)發(fā)會議制定了港口的兩類性能指標(biāo)：一類是宏觀性能指標(biāo)評價聚合港口對經(jīng)濟活動的影響，還有一類是微觀績效指標(biāo)測量港口業(yè)務(wù)的投入/產(chǎn)出比率。在本文中，我們著重于微觀層面。本文將多次提到特別是貿(mào)發(fā)會議的報告，港口應(yīng)提供一系列類型和分類經(jīng)營的指標(biāo)。雖然測量港口效率或生產(chǎn)

61、率有許多方法，但是一般歸結(jié)為三大類：物理指標(biāo)，要素生產(chǎn)率指標(biāo)，以及經(jīng)濟和金融指標(biāo)。物理指標(biāo)一般是指時間上的措施，主要關(guān)注的船舶時間（如船舶周轉(zhuǎn)時間，船舶等候時間，泊位占用率，在碼頭工作時間）。有時，也要協(xié)調(diào)陸地運輸時間來進(jìn)行測量，比如貨物停留時間或者從貨物被卸離船舶到它離開港口相隔的時間。要素生產(chǎn)率指標(biāo)往往把重點放在港口航運方面，例如衡量在船舶上裝卸貨物所需勞動力和資本的要求。同樣，經(jīng)濟和金融指標(biāo)通常與海洋有關(guān);例如，經(jīng)營盈余或總收入和

62、毛重或凈重相關(guān)開支用每20英尺標(biāo)準(zhǔn)集裝箱單位（標(biāo)準(zhǔn)箱）手續(xù)費支出或20英尺標(biāo)準(zhǔn)集裝箱單位（標(biāo)準(zhǔn)箱）收費。港口對經(jīng)濟的影響主要是測量及評估港口對其各自的腹地或者周邊區(qū)域的經(jīng)濟和社會的影響。要得出結(jié)果就要某些相關(guān)組織提供港口統(tǒng)計資料，例如鹿特丹港或法國ISEMAR等研究機構(gòu)。</p><p>　　許多港口特別是城市地區(qū)港口大多沒有足夠的地域連接。因此為擴大港口吞吐能力，土地方面利用效率也需要得到解決。所以港口吞吐能力

63、是很難衡量甚至定義的。盡管如此，不過一個港口良好地利用現(xiàn)有資源比資助新的運輸基礎(chǔ)設(shè)施建設(shè)來的容易。物流及供應(yīng)鏈的方式的改善可以更好地提升港口吞吐能力。</p><p>　　港口活動的衡量數(shù)據(jù)通常是指貨物的輸出量或者港口的生產(chǎn)函數(shù)。在第一種情況下，效率的評估要么是基于同一個生產(chǎn)率要素對港口吞吐量貢獻(xiàn)值測量，如每個工人的產(chǎn)出或每個碼頭輸出，要么就是計算總貨物的裝卸效率，因為港口的績效評估值等同于港口業(yè)務(wù)的生產(chǎn)函數(shù)。許

64、多實證研究屬于這一類方法，旨在比較實際輸出和最佳輸出。</p><p>　?。ǘ┗仡櫹嚓P(guān)港口物流與供應(yīng)鏈管理的文獻(xiàn)</p><p>　　在港口和航運文學(xué)， 一些作者已經(jīng)解決了物流和港口供應(yīng)鏈管理的問題，并在他們的組織網(wǎng)絡(luò)上發(fā)表許多作品并且這些作品是適用于那些分散的港口業(yè)務(wù)。雖然目前的文獻(xiàn)承認(rèn)港口的作用猶如組成部分中的配電系統(tǒng)，但是許多研究大多是專注于港口的分類與業(yè)務(wù)總量，或是單

65、個或幾個港口活動因素。港口物流文學(xué)發(fā)展了近二十年左右，例如，貿(mào)發(fā)會議通過了相關(guān)港口管理和運營的條例，或是世界銀行的港口改革工具包描述了港口管理的最新趨勢并提出了對港口改革和發(fā)展的框架。根據(jù)貿(mào)發(fā)會議的定義，第三代港口是那些提供增值服務(wù)（如倉儲，包裝）除了貨物裝卸功能的港口，而第四代港口是那些被分隔兩地但是共同經(jīng)營或管理的港口，如全球性的港口公司。為了評估在物流港口的潛力，Harding和Juhel區(qū)分了一般物流服務(wù)（GLS）和物流增值服務(wù)

66、（VAL），而后者是集裝箱和普通貨物的共同特點。他們還強調(diào)GLS和VAL對分布區(qū)或是專用區(qū)的港口作用越來越大。他們也指出，在未來的內(nèi)陸物流中心港（例如內(nèi)陸集裝箱中轉(zhuǎn)站）的物流業(yè)務(wù)將不需要經(jīng)過海港區(qū)域。</p><p>　　大部分的文學(xué)都認(rèn)為未來的港口將作為物流中心，并重點講述了他們在海運和多式聯(lián)運（如樞紐和發(fā)言系統(tǒng)）的變化規(guī)律節(jié)點上的作用，但是他們忽略了在港口物流中組織本身的各項活動整合。大多數(shù)單獨發(fā)表的文章在不

67、同方面的方面指出港口的管理（成本分析，市場營銷，戰(zhàn)略規(guī)劃等）沒有納入客戶服務(wù)、總成本或權(quán)衡分析的綜合物流框架之中。例如，關(guān)于總成本的問題，一批貨物通過不同的港口運輸?shù)阶詈蟮目蛻艋蛘呤怯脩糇约菏稚纤坪鯖]有在一個學(xué)術(shù)文獻(xiàn)討論過。這同樣適用于競爭性的機構(gòu)如港口管理和那些具有類似功能的其他經(jīng)營實體，例如機場或區(qū)域配送中心。</p><p>　　一些人片面的認(rèn)識主要是由于港口復(fù)雜的組織結(jié)構(gòu)和管理的原因， 雖然最近

68、私有化的港口可能已變得相對容易在申請一個綜合性物流港口運作方式上面。弗萊明和貝爾德認(rèn)為，在不同的港口管理活動（例如海關(guān)當(dāng)局）中缺乏一種競技的精神是不行的，從物流的角度上看。港口復(fù)雜的組織結(jié)構(gòu)一直在港口管理方面是最核心的問題，同時它也有可能是構(gòu)成一項全面的港口物流管理概念框架發(fā)展的最主要障礙。供應(yīng)鏈管理延伸至物流一體化的原則是通過密切的戰(zhàn)略伙伴關(guān)系和合作安排來完成所有公司的供應(yīng)鏈流程。有些方面供應(yīng)鏈管理的下一個挑戰(zhàn)是 '

69、軟物流'的管理并且還要確保物流鏈的所有部分在整體振蕩方式中聯(lián)合。還有其他人強調(diào)類似的觀點，在一個迅速變化的全球環(huán)境中生存，敏捷的供應(yīng)鏈?zhǔn)潜匦璧摹aixao和Marlow倡導(dǎo)的敏捷型物流在港口環(huán)境中應(yīng)用，并提議港口應(yīng)未雨綢繆，而不是在一個全球化的世界經(jīng)濟現(xiàn)代化的環(huán)境中隨著供應(yīng)鏈反應(yīng)而變化。</p><p>　?。ㄈ┪锪骷肮?yīng)鏈的測量</p><p>　　許多物流技術(shù)測量采用的是財

70、務(wù)報告和生產(chǎn)效率。例如，物流績效是通過生產(chǎn)力和利用率的測量來進(jìn)行評估的或是通過應(yīng)用DEA模型對國際生產(chǎn)力進(jìn)行評估。大多數(shù)現(xiàn)有的物流量測方式是對應(yīng)于企業(yè)的內(nèi)部的功能和流程的。例如，一個歐洲物流協(xié)會要求報告的物流內(nèi)容分為八個性能組測試，而不組織成一個綜合和全面的框架來評估。測量技術(shù)已經(jīng)獲得了物流專業(yè)人士承認(rèn)，包括作業(yè)成本法（ABC）和總成本分析（TCA）。前者提出了一個公司的活動成本評估應(yīng)根據(jù)其實際消耗的資源和執(zhí)行的時間測量而后者則根據(jù)一個

71、不同的內(nèi)部功能中權(quán)衡分析出最小總成本，同時保持客戶滿意時間來評估。TCA的使用已擴展到通過整合外部物流供應(yīng)鏈中的各種流量和進(jìn)程中去。 在供應(yīng)鏈管理方面，學(xué)術(shù)文獻(xiàn)一直不太成功在提供有效的業(yè)績衡量工具上面，大多數(shù)性能測試已開始由從業(yè)員或顧問來指導(dǎo)，而不是通過學(xué)術(shù)研究。在結(jié)合績效評估研究方面卡普蘭和諾頓是個例外。它們提供了線性因果關(guān)系效應(yīng)模型并且稱其可以同時測量和管理目標(biāo)。SCOR的倡議是讓供應(yīng)鏈委員會（SCC）嘗試整合流程和基準(zhǔn)再造

72、，處理和測量一個多職能框架?；裟凡衲Ｐ偷母拍羁蚣芴岢隽诉M(jìn)行整個供應(yīng)鏈系統(tǒng)方法測量的性能分析。</p><p>　　建立一個港口物流與供應(yīng)鏈</p><p>　　從上面的討論看來，把供應(yīng)鏈績效測量聯(lián)系到港口上去這是困難的。傳統(tǒng)的港口管理往往是典型的體制分割型，它與物流渠道的其他成員是沖突的，而供應(yīng)鏈管理理念的倡導(dǎo)者應(yīng)倡導(dǎo)流程的整合和伙伴關(guān)系。有系統(tǒng)的測量港口性能方法是必需的。該系統(tǒng)的方法必

73、須允許中立和客觀的看法來定義和調(diào)查問題，特別是有助于克服道信徒說和相互沖突上的障礙。然而，盡管多次嘗試在航運和港口業(yè)務(wù)問題上運用多種系統(tǒng)方法，但是很少有適用港口組織系統(tǒng)概念思維的出現(xiàn)。</p><p><b>　　方法論</b></p><p><b>　　（一）行動研究法</b></p><p>　　本文研究工程所采用的

74、方法是行動研究法的范例。行動研究法是一個適合那些主要研究課題多變和那些研究者參與了改革進(jìn)程的研究方法。它需要從業(yè)人員和研究人員之間的密切交流與合作，而本文的作者在世界銀行短期工作讓其研究成為了可能。行動研究是最適合技術(shù)開發(fā)或理論建設(shè)的，但不適合假設(shè)檢驗。它相比傳統(tǒng)的調(diào)查方法優(yōu)點在于后者往往是面向過去的或者短暫時間段的研究，而行動研究是一個對那些前瞻性的過程產(chǎn)生影響的項目。行動研究的開展要使用那些類似實驗的干預(yù)技術(shù)。在這種方法下目前使用的

75、技術(shù)是通過港口管理人員和其他專家用港口的性能模型來檢查和評估港口效率，并改進(jìn)模型。港口管理者的那些關(guān)注于性能指標(biāo)的問卷調(diào)查使這種技術(shù)的實施得到了支持。</p><p>　?。ǘ┨剿餍哉{(diào)查港口性能模型的可行性</p><p>　　作為一個探索性的調(diào)查，個人要與不同類型的相關(guān)港口的專業(yè)知識進(jìn)行接觸，并提出的相關(guān)性和可行性的意見模型，參與者包括三個專家小組。</p><p&

76、gt;<b>　　分析和結(jié)果</b></p><p>　?。ㄒ唬┱{(diào)查表的答復(fù)和分析</p><p>　　問卷調(diào)查了當(dāng)前港口的性能測量技術(shù)。參與調(diào)查的45個港口證實了要把經(jīng)常使用的指標(biāo)相結(jié)合或者把內(nèi)部和外部的績效進(jìn)行評估。如表2所示，財政措施是最常用的，緊隨其后的是內(nèi)部性能吞吐量的措施，而生產(chǎn)力和經(jīng)濟影響指標(biāo)與其他港口外部相比變得更加突出。</p><

77、;p>　　大多數(shù)港口均不滿意目前的指標(biāo)。不過，當(dāng)被問及對物流績效衡量和管理技術(shù)要求時一半以上的口岸管理者回答說，他們很少或從未使用它們。</p><p>　?。ǘ＜倚〗M評價模型的有效性</p><p>　　圖3和附錄提出的這種模型適用于港口物流與供應(yīng)鏈管理的性能測量。該模型被送往不同的參與者并被他們討論評估出范圍內(nèi)使用，港口業(yè)務(wù)和管理方面的具有有效性和可行性。雖然在很多方面有許多

78、不同的反應(yīng)，但是都認(rèn)為該模型是一項有效舉措，從港口物流與供應(yīng)鏈管理運作效率的角度來看。以下各節(jié)介紹并分析由三個專家小組各自的反應(yīng)。</p><p><b>　　結(jié)論</b></p><p>　　本研究旨在從物流與供應(yīng)鏈管理這個角度使港口體系概念化，并提出一個有效的框架能夠測量或者反映港口物流業(yè)務(wù)和港口效率的系統(tǒng)，如果還是應(yīng)用老系統(tǒng)，那些常規(guī)的對港口的性能和管理測量的方

79、法是有偏頗的。作者通過采用結(jié)構(gòu)化方法和方法論，收集了很大范圍的利益群體的問卷調(diào)查，并試圖突破時間和成本的限制以確保調(diào)查有效性和可靠性。</p><p>　　結(jié)果表明各個小組的專家在物流與供應(yīng)鏈管理概念方面都有著共同的興趣。從港口受訪者問卷調(diào)查中顯示盡管港口作為物流配送中心被共同認(rèn)可，但是他們對物流及供應(yīng)鏈管理的概念不熟悉， 特別是那些關(guān)于物流的相關(guān)整合， 基準(zhǔn)和通道設(shè)計方面。</p&g