外文翻譯---中小企業(yè)的物流戰(zhàn)略

1、<p><b>　　附錄A</b></p><p><b>　　中小企業(yè)的物流戰(zhàn)略</b></p><p>　　現(xiàn)代企業(yè)競爭的結(jié)果使生產(chǎn)企業(yè)和商業(yè)企業(yè)都進入一個微利時代，產(chǎn)品的成本和利潤也變得非常透明。大企業(yè)之間的競爭現(xiàn)在不僅在技術(shù)、人才上展開，同時也在物流和供應鏈方面展開。因為現(xiàn)代物流已經(jīng)成為“第三方利潤源”，是企業(yè)降低成本，取得競爭

2、優(yōu)勢的重要的來源。而處于技術(shù)、資金和人才上劣勢的中小企業(yè)一直被認為是“物流戰(zhàn)略的受益者”而不是物流戰(zhàn)略的制定者和執(zhí)行者。事實并非如此，中小企業(yè)一向是市場的靈活的反應者，幾乎在大企業(yè)實施物流戰(zhàn)略的同時，也對物流的戰(zhàn)略積極的反應，也同樣采用物流戰(zhàn)略來提高自身的競爭力的。 </p><p>　　一、中小企業(yè)物流戰(zhàn)略的發(fā)展幾個階段 </p><p>　　中小企業(yè)在國民經(jīng)濟中發(fā)揮著越來越大的作用，無

3、論在數(shù)量上、解決就業(yè)方面、還是在促進經(jīng)濟發(fā)展方面都起著主導的作用。因此，中小企業(yè)發(fā)展在全球范圍內(nèi)日益受到重視，與此相應的中小企業(yè)物流戰(zhàn)略與管理也開始受到重視。物流是二次大戰(zhàn)后才逐步發(fā)展起來的，中小企業(yè)幾乎同時發(fā)現(xiàn)物流的重要性，只是由于自身的條件限制和企業(yè)家（或經(jīng)理）對物流作用認識的不同，各個企業(yè)采取不同的物流策略來解決自身的物流問題。從目前國外中小企業(yè)對物流的認知和采用的手段來看，可以分為三種階段 </p><p&g

4、t;　　1、認知階段：企業(yè)主或經(jīng)理對物流戰(zhàn)略有需求，但是由于要改變企業(yè)的組織結(jié)構(gòu)和采用新技術(shù)，所以中小企業(yè)對是否加強物流管理還有疑問。處于這一階段的中小企業(yè)一般規(guī)模小，暫時對物流管理需求還不十分明顯。企業(yè)主對物流的關(guān)注主要由于從為消費者服務的角度和提高自身競爭力來考慮。</p><p>　　2、結(jié)構(gòu)調(diào)整階段：中小企業(yè)有了相應的物流組織和管理機構(gòu)，企業(yè)已經(jīng)成為供應鏈的一部分，企業(yè)產(chǎn)品上下游之間形成供應鏈戰(zhàn)略同盟，上

5、下游企業(yè)彼此之間形成合作關(guān)系。中小企業(yè)為了應付市場日益增加的競爭壓力，改變自身在供應鏈中的不利的地位及企業(yè)的分銷渠道，不得不考慮實施一體化的物流戰(zhàn)略。 </p><p>　　3、行為實施階段：企業(yè)把物流作為企業(yè)發(fā)展戰(zhàn)略的重要一部分，并且積極采用物流信息技術(shù)、培訓和咨詢方式來改造企業(yè)的組織結(jié)構(gòu)和方式。企業(yè)已經(jīng)把物流作為核心競爭能力而進行發(fā)展。這一階段的中小企業(yè)開始對企業(yè)的結(jié)構(gòu)和行為進行診斷，同時結(jié)合人力資源結(jié)構(gòu)的調(diào)

6、整來實施物流戰(zhàn)略。 </p><p>　　二、國外中小企業(yè)物流發(fā)展的趨勢 </p><p>　　早在八十年代末，國外中小企業(yè)就開始利用現(xiàn)代物流管理和技術(shù)來提高企業(yè)的競爭力。隨著中小企業(yè)物質(zhì)投資和非物質(zhì)投資的增長，中小企業(yè)對物流需求在逐步增加。據(jù)對農(nóng)業(yè)食品企業(yè)的一項調(diào)查顯示：80.9%中小企業(yè)有物流經(jīng)理負責企業(yè)的物流管理，38.5%企業(yè)增加了物流技術(shù)工程師人員?？梢?，中小企業(yè)與大企業(yè)一樣對物

7、流方面也很重視。 </p><p>　　從國外中小企業(yè)物流方面管理的發(fā)展來看，有以下的發(fā)展趨勢</p><p>　　1、中小企業(yè)開始把物流作為企業(yè)發(fā)展的戰(zhàn)略而重視</p><p>　　企業(yè)的發(fā)展面臨著很多的市場壓力，企業(yè)如果想在激烈的市場競爭環(huán)境下生存就必須具有自己的核心競爭力。企業(yè)的核心競爭力從七十年代的市場份額發(fā)展到八十年代產(chǎn)品質(zhì)量和低成本，而從九十年代開始，客

8、戶關(guān)系成為企業(yè)的核心競爭力。中小企業(yè)物流戰(zhàn)略也是圍繞著企業(yè)核心競爭力而發(fā)展的。從二戰(zhàn)后開始的分銷物流，發(fā)展到70-80年代的一體化物流，現(xiàn)在則是物流戰(zhàn)略。分銷物流注重為顧客服務理念，一體化物流重視分銷渠道的建立，減少運輸成本，而物流戰(zhàn)略則在減少物流及供應鏈成本，提高產(chǎn)品及時性和產(chǎn)品質(zhì)量上、提高顧客滿意度等方面有了綜合的一體化的考慮和實施的方法，因此，通過物流戰(zhàn)略無疑會提高企業(yè)的核心競爭能力。這也是越來越多的中小企業(yè)把物流戰(zhàn)略作為企業(yè)發(fā)展

9、戰(zhàn)略的一部分的主要原因。</p><p>　　2、重視采用物流新技術(shù)和管理新方式</p><p>　　物流戰(zhàn)略離不開對新技術(shù)的采用和新管理方式采用。據(jù)一項對農(nóng)業(yè)食品中小企業(yè)調(diào)查表明：1989年采用過至少一項物流技術(shù)（JIT,EDI，計算機輔助管理等）企業(yè)只有22.2%，而到1994年則達到42.6%。很多企業(yè)在采用物流技術(shù)和新管理方式前都進行過有關(guān)咨詢活動，尤其是管理咨詢最多</p&

10、gt;<p>　　3、物流的實施方面重視第三方物流機構(gòu)作用</p><p>　　第三方物流機構(gòu)能為企業(yè)節(jié)約了物流的成本，提高物流效率，是中小企業(yè)的理想選擇。如在歐洲，物流服務市場約四分之一都是由第三方物流來完成的。很多倉儲和運輸業(yè)務都是由第三方物流來實現(xiàn)。甚至有的零售店，早上只管開門，晚上只管關(guān)門，缺什么全由電腦管理，該送時有人送，根本就沒有倉庫。</p><p>　　三、對

11、我國中小企業(yè)物流管理的啟示 </p><p>　　目前很多我國中小企業(yè)產(chǎn)品銷售物流多采取自辦物流方式，沒有依靠物流系統(tǒng)支持市場營銷，第三方物流公司的參與程度很低，因此難以滿足市場對產(chǎn)品小批量、多批次、多品種和緊急性的需求要求。這種自辦物流方式，設(shè)施利用率低，成本高；而且設(shè)施落后，達不到客戶需求的特定要求。還有，中小企業(yè)物流沒有達到一定的經(jīng)濟規(guī)模，大多數(shù)企業(yè)的物流以“分包”方式為主，“外包”干線發(fā)運、市內(nèi)配送和倉儲

12、、包裝業(yè)務，“外包”家數(shù)在2至10家，有的甚至達到10家以上，企業(yè)物流嚴重分割，形不成一體化的綜合物流，因而也就很難使用供應鏈管理方式進行管理。以上的這些做法制約著中小企業(yè)物流的科學健康發(fā)展。要適應現(xiàn)代化的物流方式，必須先有一套科學的物流方案。</p><p>　　1、高度重視物流戰(zhàn)略在中小企業(yè)發(fā)展中的作用中。物流戰(zhàn)略已經(jīng)成為大企業(yè)提高競爭力的重要手段，我國多數(shù)中小企業(yè)還沒有意識到物流成本控制的重要性，事實上，企

13、業(yè)物流成本是除了原材料成本外的最大的成本項目，而我國物流成本一般占總成本30%-40%，鮮活產(chǎn)品占60%左右甚至更多，而有效的物流管理可以節(jié)省15%-30%物流成本，并且大大地減少庫存和運輸成本，而國外發(fā)達國家物流成本一般控制在10%左右。小企業(yè)本身在技術(shù)上和產(chǎn)品質(zhì)量都不及大企業(yè)，但中小企業(yè)在產(chǎn)品價格上和對市場需求反應方面具有優(yōu)勢，因此通過物流管理更能在節(jié)省產(chǎn)品成本方面發(fā)揮自己優(yōu)勢。</p><p>　　2、提高

14、物流信息化水平，為實現(xiàn)一體化物流奠定基礎(chǔ)。中國企業(yè)應加快建立起集成化的物流管理信息系統(tǒng)，以提高需求預測程度，促進信息共享，同時要積極引入和使用網(wǎng)絡(luò)技術(shù)、EDI、人工智能、條形碼與POS等各種先進信息技術(shù)，從而真正實現(xiàn)物流信息的商品化、物流信息收集的數(shù)據(jù)庫化和代碼化、物流信息處理的電子化和計算機化，為一體化物流的實現(xiàn)提供信息與技術(shù)支撐。</p><p>　　3、消除部門間利益沖突，構(gòu)筑一體化物流。在激烈的市場競爭中

15、，中國企業(yè)必須將物流活動納入系統(tǒng)化、統(tǒng)一管理，通過一體化物流，既提高顧客服務水平，又降低物流總成本，進而提高市場競爭力。企業(yè)內(nèi)部實現(xiàn)不了一體化，就談不上與供應鏈上下游企業(yè)之間合作形成一體化供應鏈。但至于是否每個企業(yè)都成立物流服務部甚或物流子公司，筆者認為，只有那些物流活動具有相當規(guī)模的企業(yè)，才有必要成立物流服務部或物流子公司。對于新成立的企業(yè)，就應該將精力集中在自己的主業(yè)中，將物流交給第三方經(jīng)營。當然，對于那些大規(guī)模的制造企業(yè)來說，如T

16、CL、美的、科龍等，號稱要拿出幾個億來自己做物流，依據(jù)國際的經(jīng)驗，仍值得認真思考。在不需大量投資的情況下，整合內(nèi)部物流，把外部物流交由第三方去做，會獲得更好的效果。</p><p>　　4、依托第三方物流機構(gòu)，采取供應鏈管理模式。這就要求生產(chǎn)企業(yè)對從原材料采購到產(chǎn)品銷售的全過程實施一體化管理，企業(yè)與供應商和顧客發(fā)展良好的合作關(guān)系，建立比較完整的供應鏈。供應鏈是指將產(chǎn)品服務提供給最終消費者的所有環(huán)節(jié)的企業(yè)，構(gòu)成上、

17、下游產(chǎn)業(yè)一體化的體系。對于每個中小生產(chǎn)企業(yè)來說，都處于供應鏈當中，使企業(yè)與上、下游企業(yè)形成供應鏈的戰(zhàn)略同盟，成為整體供應鏈的一部分。這樣使企業(yè)盡量減少“中間層次”，而通過專業(yè)的第三方物流管理公司，直接將貨物送達最終顧客，減省開支，并能更有效地管理資源，無需承擔倉儲及存貨管理的成本。同時利用第三物流機構(gòu)提供的儲運、包裝、裝卸和搬運等服務，通過集約化操作完善輸送及流轉(zhuǎn)系統(tǒng)，提高末端物流的經(jīng)濟效益，降低庫存、簡化手續(xù)和提高保障程度；使貨品付運

18、的過程更有效率，并節(jié)省成本。依靠第三物流機構(gòu)提供的信息，如供貨信息、交通運輸信息、市場信息、物流控制和物流管理信息等，了解物流的整體運作狀況，及時調(diào)整物流計劃。 </p><p>　　5、與其它中小企業(yè)形成戰(zhàn)略聯(lián)盟。物流聯(lián)盟就是以第三物流機構(gòu)為核心，眾多的中小企業(yè)簽定契約形成相互信任、共擔風險、共享收益的集約化物流伙伴關(guān)系。這些中小企業(yè)同處商業(yè)行業(yè)，水平一體化物流管理可使同一行業(yè)中多個中小企業(yè)在物流方面合作，使分

19、散物流獲得規(guī)模經(jīng)濟和物流效率。從企業(yè)經(jīng)濟效益上看，由于通過物流戰(zhàn)略聯(lián)盟使眾多中小企業(yè)的集約化運作，降低了企業(yè)物流成本。從社會效益來看，由于采用第三方物流機構(gòu)作為盟主，統(tǒng)籌規(guī)劃、統(tǒng)一實施，減少了社會物流過程的重復勞動。當然，不同商品的物流過程不僅在空間上是矛盾的，可能在時間上也是有差異的。企業(yè)可以通過第三物流機構(gòu)的集約化處理，來解決這些矛盾和差異。而且，聯(lián)盟成員共擔風險，降低了風險與不確定性；還可以從第三物流機構(gòu)得到過剩的物流能力與較強的

20、物流管理能力。</p><p>　　6、利用網(wǎng)上交易平臺，實現(xiàn)電子商務?；ヂ?lián)網(wǎng)出現(xiàn)使買賣過程得以簡化，信用證申請可通過網(wǎng)上銀行服務處理，至于采購，買家可利用特定的網(wǎng)上交易平臺，輸入相關(guān)的資料，網(wǎng)頁上有適合每個行業(yè)物品的采購格式，互聯(lián)網(wǎng)內(nèi)的搜尋功能可以幫助買家，在有特別需要時，就可去尋找更合適的新供貨商去補充貨源。有了網(wǎng)上交易平臺后，小公司不需要EDI(電子數(shù)據(jù)交換)也可以使用電子物流公司的服務，只要公司有自已的網(wǎng)

21、址或e-mail便可以，成本明顯較EDI便宜。此外，進入了物流公司的網(wǎng)站內(nèi)，客戶就可以同時進行存貨控制(Inventory Control)，可以看到尚有多少貨物在貨倉。例如公司若有一批貨在3日后到港，亦可預約貨倉。又例如3日后公司有貨柜到達碼頭，需要有貨車運輸，否則擺放在碼頭的費用很高昂，這時候，公司可以在互聯(lián)網(wǎng)上預訂車隊，去碼頭取貨。網(wǎng)上營銷必須擁有完善的庫存和送貨管理系統(tǒng)，這些系統(tǒng)便是電子物流管理(e-Logistics)。企業(yè)還

22、可以通過電子數(shù)據(jù)交換系統(tǒng)(EDI)，直接連接客戶的數(shù)據(jù)系統(tǒng)及倉庫管理系統(tǒng)(WMS)，讓管理層能在網(wǎng)上及時監(jiān)管及規(guī)劃存貨的流轉(zhuǎn)及補充。 因此，網(wǎng)上物流管理系統(tǒng)不只可降低成本，更重要的</p><p>　　7.開拓全球性物流，尋求全球性市場空間。中國的企業(yè)要增強競爭憂患意識，在抓住國內(nèi)市場的同時，要放眼世界，構(gòu)筑全球化戰(zhàn)略，以一體化的物流管理和供應鏈管理在全球?qū)で筚Y源采購、生產(chǎn)裝配和產(chǎn)品分銷，參與國際化競爭。在全球范

23、圍內(nèi)，通過實現(xiàn)對顧客的快速反應、提高顧客服務水平、降低物流總成本或供應鏈成本，提高企業(yè)在國際市場的競爭力，并在全球性競爭中立于不敗之地。此外，中國企業(yè)要按市場規(guī)律構(gòu)筑適合自己的物流戰(zhàn)略，離不開完善的宏觀環(huán)境和外部環(huán)境。中國政府在物流法律、法規(guī)建設(shè)，社會保障，就業(yè)機制，物流人才培養(yǎng)，物流基礎(chǔ)設(shè)施建設(shè)，信息基礎(chǔ)設(shè)施建設(shè)等方面，要為企業(yè)實現(xiàn)一體化物流管理和一體化供應鏈管理創(chuàng)造有利的硬、軟環(huán)境，提供必要的政策保障；要積極培育和發(fā)展第三方物流服務

24、市場，以滿足企業(yè)尋求物流外包或戰(zhàn)略聯(lián)盟的需要。</p><p>　　總之，物流戰(zhàn)略已從內(nèi)部一體化向外部一體化轉(zhuǎn)變；供應鏈管理已成為競爭戰(zhàn)略中非常重要的組成部分。供應鏈的高效運轉(zhuǎn)，離不開供應鏈合作伙伴的相互信任、相互依存、互惠互利和共同發(fā)展的價值觀，離不開有利的環(huán)境和先進的信息系統(tǒng)。中國的企業(yè)應當積極探索，銳意進取，直面入世后國外競爭對手的強有力挑戰(zhàn)，將一體化物流管理、供應鏈管理納入到企業(yè)總體戰(zhàn)略中加以運作，縮小同

25、發(fā)達國家企業(yè)在物流管理和產(chǎn)品競爭力上的差距，穩(wěn)定和提高國有產(chǎn)品在國內(nèi)市場的占有率，并進一步開拓國際市場空間。</p><p><b>　　附錄B</b></p><p>　　The small and me dium-sized enterprise physical distribution strategy</p><p>　　The mo

26、dern enterprise competition's result causes the Production enterprise and the Commercial department enters a meager profit time, the product cost and the profit also becomes very transparent. Between the big enterpri

27、se's competition not only on the technology, the talented person launches now, simultaneously also launches in the physical distribution and the supply chain aspect. Because the modern physical distribution already b

28、ecame " the third party profit source ", is the enterprise red</p><p>　　First, small and medium-sized enterprise physical distribution strategy development several stages</p><p>　　The

29、small and medium-sized enterprise is playing more and more major role in the national economy, regardless in quantity, the solution employment aspect, is taking the effect which in the promotion economic development aspe

30、ct leads. Therefore, the small and medium-sized enterprise development globally day by day receives takes seriously, also starts with this corresponding small and medium-sized enterprise physical distribution strategy an

31、d the management to receive takes seriously. . After the</p><p>　　1st, awareness stage: The business owner or manager have the demand to the physical distribution strategy, but because must change enterprise

32、's organizational structure and use the new technology, therefore small and medium-sized enterprise to whether to strengthen the physical distribution management also to have the question. Is at this stage the small

33、and medium-sized enterprise general scale to be small, temporarily to physical distribution management demand also not very obvious. Business o</p><p>　　2nd, structural adjustment stage: The small and medium

34、-sized enterprise had the corresponding physical distribution organization and the management structure, the enterprise already became supplies a chain's part, between the enterprise product upstream and downstream f

35、orms the supply chain strategy union, between upstream and downstream enterprise each other forms the cooperation. The small and medium-sized enterprise to deal with the pressure of competition which the market increases

36、 day by da</p><p>　　3rd, behavior implementation stage: The enterprise takes the physical distribution the enterprise development strategy the important part, and uses the physical distribution information t

37、echnology, training and the consultation way positively transforms enterprise's organizational structure and the way. The enterprise already carried on the physical distribution as the core competitive ability the de

38、velopment. This stage's small and medium-sized enterprise starts to enterprise's structure and th</p><p>　　Second, overseas small and medium-sized enterprise physical distribution development tendenc

39、y</p><p>　　As early as in the late 80s, the overseas small and medium-sized enterprise starts using the modern physical distribution management and the technology enhances enterprise's competitive power.

40、 Along with the small and medium-sized enterprise material investment and the non-material investment's growth, the small and medium-sized enterprise is increasing gradually to the physical distribution demand. Accor

41、ding to demonstrated to an agricultural food enterprise's investigation: 80.9% small and med</p><p>　　The development which manages from the overseas small and medium-sized enterprise physical distributi

42、on aspect, has the following trend of development</p><p>　　1st, the small and medium-sized enterprise starts the physical distribution to take seriously as the enterprise development strategy</p><

43、p>　　Enterprise's development is facing many market pressures, the enterprise, if wants to survive under the intense market competition environment must have own core competitiveness. Enterprise's core competit

44、iveness developed from the 70s's market share to the 80s product quality and the low cost, but started from the 90s, the customer related into enterprise's core competitiveness. The small and medium-sized enterpr

45、ise physical distribution strategy also revolves the enterprise core competitivenes</p><p>　　2nd, takes seriously to use the physical distribution new technology and to manage the new way</p><p>

46、;　　The physical distribution strategy cannot leave to the new technical use and the new mode of administration use. According to one item indicated to the agricultural food small and medium-sized enterprise investigation

47、: in 1989 has used at least an item of physical distribution technology (JIT, EDI, computer auxiliary management and so on) the enterprise only then 22.2%, but achieved 42.6% to 1994. Many enterprises before using the ph

48、ysical distribution technology and the new mode of administrati</p><p>　　3rd, the physical distribution implementation aspect takes the third party physical distribution organization function</p><

49、p>　　The third party physical distribution organization could save the physical distribution cost for the enterprise, raised the physical distribution efficiency, was the small and medium-sized enterprise ideal choice.

50、 If in Europe, the delivery service market approximately 1/4 is completes by the third party physical distribution. Many warehousings and the transportation service are realize by the third party physical distribution. E

51、ven some retail shops, open the door by all means in the morning, e</p><p>　　Third, to our country small and medium-sized enterprise physical distribution management enlightenment</p><p>　　At pr

52、esent are many Our country Small and medium-sized enterprise product sale physical distribution to adopt manages oneself the physical distribution way, has not depended upon the physical distribution system to support th

53、e market marketing, the third party physical distribution company's participation degree is very low, therefore satisfies the market with difficulty to the product small batch, many raids, multi-variety and urgent th

54、e demand request. This kind manages oneself the physical di</p><p>　　1st, takes the physical distribution strategy in the small and medium-sized enterprise development function. The physical distribution str

55、ategy already became the big enterprise to enhance the competitive power the important means that our country Most Small and medium-sized enterprises has not realized the physical distribution cost control the importance

56、, in fact, the enterprise physical distribution cost is besides raw material cost greatest cost item, but our country physical distribution co</p><p>　　2nd, raises the physical distribution informationizatio

57、n level, is realizes the integrated physical distribution to lay the foundation. The Chinese Enterprise should speed up establishes the integration the physical distribution management information system, enhances the de

58、mand forecast degree, promotes the information sharing, simultaneously must introduce and use the networking, EDI, the artificial intelligence, the bar code and POS positively and so on each kind of advanced information

59、techn</p><p>　　3rd, eliminates between the department the conflicts of interest, the construction integration physical distribution. In the intense market competition, the Chinese Enterprise must integrate t

60、he physical distribution activity the systematization, the global administration, through integrated physical distribution, both raises the customer service level, and reduces the physical distribution total cost, then e

61、nhances the market competitiveness. The enterprise interior could not realize the integr</p><p>　　4th, depends on the third party physical distribution organization, adopts the supply chain management patter

62、n. This request Production enterprise to purchases from raw material to the product sale entire process implementation integration management, the enterprise and the supplier and the customer develops the good cooperatio

63、n, establishes the quite complete supply chain. Supplies the chain is refers to the product service provides to the final consumer's all link's enterprise, constitutes the</p><p>　　5th, forms the str

64、ategic alliance with other small and medium-sized enterprises. The physical distribution alliance is take the third physical distribution organization as a core, the numerous small and medium-sized enterprises evaluate t

65、he contract to form trust mutually, altogether brave dangers, the sharing income intensified physical distribution partnership. These small and medium-sized enterprises with place the commercial profession, the level int

66、egration physical distribution management </p><p>　　6th, the use on-line transaction platform, realizes the electronic commerce. The Internet appears enables business process to simplify, the letter of credi

67、t application may through on-line bank service processing, as for the purchase, the buyer be possible to use the specific on-line transaction platform, inputs the related material, on the homepage has suits each professi

68、on goods the purchase form, in Internet's search function may help the buyer, when has the special need, may go to seek for a</p><p>　　7th, the development global physical distribution, seeks the global

69、market space. China's enterprise must strengthen the competition sense of hardship, while holds the domestic market, must take a broad view at the world, the construction globalization strategy, the integrated physic

70、al distribution management and the supply chain management seeks the resources purchase, the production assembly and the sub-underwriting in the whole world, the participation internationalization competition. Global<

71、/p><p>　　In brief, physical distribution strategy already from internal integration to the exterior integrated transformation; The supply chain management has become in the competition strategy the very importa

72、nt constituent. Supplies chain's highly effective revolution, cannot leave the supply chain partner the mutual trust, to depend on each other mutually, the mutually beneficial interaction and the communal development