SUMMARY AND CONCLUSION
This study is one of the first attempts to empirically research logistics reconfiguration issues in the pharmaceutical industry.
In this article, we study logistics reconfiguration strategies, barriers, and success factors in the Chinese
pharmaceutical industry.
We use a threestage multi-method approach to ensure indepth exploration of the research issues.
To counter non-response bias, we use telephone interviews in the first stage.
With a response rate of 89.2 percent of the 360 contacted companies, the survey is able to provide a fairly
accurate overview of the status of logistics reconfiguration.
To summarize the success factors, we use multiple case studies.
From the study, we conclude the following:
First, pharmaceutical manufacturers are more inclined to adopt outsourcing strategies, while wholesalers tend to adopt strategies to improve logistics competency.
Second, considering logistics reconfiguration objectives, pharmaceutical manufacturer are cost oriented, while wholesalers are more service oriented.
Third, although logistics operations reconfiguration has been widely implemented in the Chinese
pharmaceutical industry, the reconfiguration performance has not been satisfactory.
Fourth, the most significant barrier highlighted by manufacturers is employee morale as manufacturers
tend to outsource more logistics functions.
However, the most significant barrier faced by wholesalers is culture and organizational change.
Fifth, top management commitment and involvement, a formalized logistics plan with a global perspective, company-wide support, education and training, evaluation and incentive system, effective project management, information technology support, reliable third-party logistics provider, and supplier support
are nine critical factors impacting the success of logistics reconfiguration in the Chinese pharmaceutical industry.
There are some limitations to this study.
First, we did not consider logistics reconfiguration issues in the retailing sector.
Retailers' logistics strategies may differ from those of manufacturers and wholesalers.
Second, we did not study the relationship between geographic characteristics and reconfiguration strategies.
Future research in this area should include geographic characteristics to provide a more detailed understanding ofthe differences in strategies across regions in China
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SUMMARY AND CONCLUSION
总结和结论
This study is one of the first attempts to empirically research logistics reconfiguration issues in the pharmaceutical industry.
In this article, we study logistics reconfiguration strategies, barriers, and success factors in the Chinese
pharmaceutical industry.
这项研究是以实验方法研究制药行业后勤重组问题的第一步。这篇论文中，我们研究了中国制药行业的后勤重组策略，阻碍，和成功因素。
We use a threestage multi-method approach to ensure indepth exploration of the research issues.
我们运用了三个阶段，多种方法来确保研究问题的深度。
To counter non-response bias, we use telephone interviews in the first stage.
为了避免不回应的偏见，我们在第一阶段使用了电话采访形式。
With a response rate of 89.2 percent of the 360 contacted companies, the survey is able to provide a fairly
accurate overview of the status of logistics reconfiguration.
To summarize the success factors, we use multiple case studies.
From the study, we conclude the following:
在360个接通的企业中，有89.2%的回应率，因此这项调查能够为后勤重组提供一个比较准确的意见。为归纳这些成功因素，我们使用了多种研究手段。
从研究中，我们得出了以下结论：
First, pharmaceutical manufacturers are more inclined to adopt outsourcing strategies, while wholesalers tend to adopt strategies to improve logistics competency.
第一，制药厂更倾向于使用外包人力资源的策略，而经销商则偏向于完善后勤效率的策略。
Second, considering logistics reconfiguration objectives, pharmaceutical manufacturer are cost oriented, while wholesalers are more service oriented.
第二，关于后勤重组目标，制药厂以成本为重，经销商则以更多服务为重。
Third, although logistics operations reconfiguration has been widely implemented in the Chinese
pharmaceutical industry, the reconfiguration performance has not been satisfactory.
第三，尽管后勤运作重组在中国制药行业已经广泛实行，但是重组方式仍然不理想。
Fourth, the most significant barrier highlighted by manufacturers is employee morale as manufacturers
tend to outsource more logistics functions.
第四，制药厂最显著的缺点在于职员的道德问题，因为他们更倾向于将后勤运作让外人承包。
However, the most significant barrier faced by wholesalers is culture and organizational change.
然而，经销商最显著的缺点是文化和组织的变化。
Fifth, top management commitment and involvement, a formalized logistics plan with a global perspective, company-wide support, education and training, evaluation and incentive system, effective project management, information technology support, reliable third-party logistics provider, and supplier support
are nine critical factors impacting the success of logistics reconfiguration in the Chinese pharmaceutical industry.
第五，最高层的经理参与进来，正式化的后勤计划受到全球关注，公司内部的支持，教育和培训，评估和刺激系统，有效的工程管理，信息技术支持，可靠的第三方后勤提供者，还有供应商的支持，这些是影响中国制药行业后勤重组成功的九个关键因素。
There are some limitations to this study.
这个研究还存在一些局限性。
First, we did not consider logistics reconfiguration issues in the retailing sector.
第一，我们没有从零售商的角度来考虑后勤重组问题。
Retailers' logistics strategies may differ from those of manufacturers and wholesalers.
零售商的后勤策略可能与这些制药厂和经销商有所不同。
Second, we did not study the relationship between geographic characteristics and reconfiguration strategies.
第二，我们没有研究地理特点和重组策略之间的关系。
Future research in this area should include geographic characteristics to provide a more detailed understanding ofthe differences in strategies across regions in China
未来在此领域的研究将包括地理特点在内，从而为中国不同地区的策略差异提供一个更为详细的研究。
