信息工程与人工智能学院知识库

平台经济的快速发展提升了全社会资源配置效率，推动技术变革升级，加快产业向自动化、智能化方向发展。在此背景下，可以调配和管理组织自身及具有互补性服务提供的资源、能力、技术，能够提供全面的供应链解决方案的第四方物流（4PL）企业开始向平台化转型，一些新兴的4PL平台相继出现，如菜鸟网络等。4PL平台本质上是利用数据来驱动第三方物流公司间协作的平台，它具有全产业链优势，能够保证平台的双边客户拥有大量资源交换和合作创新的机会。与此同时，随着商业生态系统在各个行业的发展和应用，这推动着4PL平台与合作伙伴对合作模式进行优化和调整，加强了合作伙伴之间的联系，并且提高了合作的灵活性，也为各方带来许多价值，例如降低了合作成本，弥补资源的局限性等，然而这也导致4PL平台协调第三方行为的复杂性和不确定性。

因此，本文对4PL平台生态合作及定价策略进行研究，即4PL平台生态系统模型的构建、4PL平台生态合作、4PL平台定价策略的研究。本文的主要工作如下：

（1）构建了由4PL平台核心层、服务层以及环境层的按照圈层关系组成的4PL平台生态系统模型。首先分析4PL平台产生的原因，接着以商业生态系统理论为基础，构建由4PL平台核心层、服务层以及环境层的按照圈层关系组成4PL平台生态系统，主要的研究对象是平台核心层即4PL平台、物流服务提供商、物流服务需求方，并分析4PL平台生态系统发展过程中可能出现的问题。

（2）构建了4PL平台和物流服务提供商的演化博弈模型，研究了系统向生态合作演化的条件。在已有4PL平台生态系统的基础上，结合各参与方与4PL平台合作时面临的订单分配不合理、丧失行业话语权等合作冲突的问题，借鉴现有文献关于企业间合作从传统到生态的研究成果，构建4PL平台和物流服务提供商间的演化博弈模型，研究双方合作中的动态行为决策策略，以及相互影响的演化机理。研究发现：双方合作过程中，4PL平台和物流服务提供商决定选择的合作策略会相互影响，二者间合作关系的演化方向主要取决于4PL平台与物流服务提供商所采用的具体策略。随着4PL平台和物流服务提供商的超额收益、损失成本的提高以及额外成本减少，双方采取（生态合作，合作）的策略集的可能性会增加，并且（生态合作，合作）策略集是系统最优选择，这一结论可用来解释越来越多的物流服务提供商愿意和菜鸟网络进行生态合作的现象。

（3）建立考虑赋能成本的4PL平台定价模型，研究了生态系统发展的不同阶段，4PL平台的双边定价策略。在洞察平台企业发展模式的基础上，模型引入赋能成本的概念，研究4PL平台的赋能成本对平台向物流服务需求方和物流服务提供商收取的服务价格、平台利润、物流服务需求方和提供商的最优剩余及4PL平台生态系统发展等方面的影响。研究表明：4PL平台对双边任何一方赋能成本的增加会使4PL平台向其收取较高的服务价格，但在确定定价时也应该考虑平台生态系统中用户的规模，即当平台生态系统规模较小时优先对物流服务提供商制定高价，当平台生态系统规模较大时优先对物流服务需求方制定高价，来确保平台的收益；同时，赋能成本的增加，会提高物流服务需求方和物流服务提供商的用户体验，可激励平台生态系统外的其他用户加入到4PL平台生态系统中来，使平台的网络外部性增强，可使4PL平台利润大增，进而促进4PL平台生态系统可持续发展。

The rapid development of platform economy enhances the efficiency of resource allocation of the whole society, promotes technological changes and upgrades, and accelerates the development of industry in the direction of automation and intelligence. In this context, fourth-party logistics (4PL) companies, which can deploy and manage resources, capabilities and technologies of their own and complementary service providers, and can provide comprehensive supply chain solutions, have started to transform into platforms, and some emerging 4PL platforms have emerged, such as Cainiao Network, etc. 4PL platforms are essentially platforms that use data to drive collaboration among third-party logistics companies, which have the advantage of the whole It has the advantage of the whole industry chain, which can ensure that bilateral customers of the platform have a lot of opportunities for resource exchange and cooperation and innovation. At the same time, as business ecosystems develop and are applied across industries, this drives 4PL platforms and partners to optimize and adapt their collaboration models, strengthening ties between partners and increasing the flexibility of collaboration, as well as bringing much value to all parties, such as reducing collaboration costs and compensating for resource limitations, however, this also leads to the complexity and uncertainty of coordinating third-party behavior on 4PL platforms. However, this also leads to complexity and uncertainty in coordinating third-party behavior on 4PL platforms.

Therefore, this paper investigates the 4PL platform eco-cooperation and pricing strategy, the construction of 4PL platform ecosystem model, 4PL platform eco-cooperation, and 4PL platform pricing strategy. The main work of this paper is as follows.

(1) A 4PL platform ecosystem consisting of a 4PL platform core layer, a service layer and an environment layer is constructed in accordance with the circle relationship. The main objects of the study are the core layer of the platform, i.e. the 4PL platform, logistics service providers and the demand side of logistics services, and the possible problems that may arise during the evolution of the 4PL platform ecosystem.

(2) An evolutionary game model of 4PL platforms and logistics service providers is constructed, and the conditions for the evolution of the system to ecological cooperation are studied. Based on the existing 4PL platform ecosystem, the evolutionary game model between 4PL platform and logistics service provider is constructed based on the problems of cooperation conflicts faced by each participant in cooperation with 4PL platform, such as unreasonable order distribution and loss of industry discourse, drawing on the existing literature on the research results of inter-enterprise cooperation from traditional to ecological, to study the dynamic behavioral decision-making strategies in the cooperation between the two parties, and the evolutionary mechanism of mutual influence is studied. It is found that the cooperation strategies that 4PL platform and logistics service provider decide to choose in the process of cooperation will influence each other, and the evolution direction of the cooperation relationship between them mainly depends on the specific strategies adopted by 4PL platform and logistics service provider. As the excess revenue, loss cost, and additional cost of the 4PL platform and logistics service provider decrease, the possibility of both parties adopting the (eco-cooperation, cooperation) strategy set increases, and the (eco-cooperation, cooperation) strategy set is the system optimal choice, and this finding can be used to explain the phenomenon that more and more logistics service providers are willing to engage in eco-cooperation with Cainiao network.

(3) A pricing model of 4PL platform considering the enabling cost is established, and the bilateral pricing strategies of 4PL platform are studied at different stages of ecosystem development. On the basis of insight into the development model of platform enterprises, the model introduces the concept of enabling cost and investigates the impact of the enabling cost of 4PL platform on the service price charged by the platform to logistics service demanders and logistics service providers, the platform profit, the optimal surplus of logistics service demanders and providers bilateral platform service recipients and the development of 4PL platform ecosystem. The study shows that the increase in the cost of empowerment of either bilateral party by the 4PL platform will cause the 4PL platform to charge them higher service prices, but the size of the platform users should also be considered in determining the pricing, and the high prices should be set for the logistics service providers in priority when the platform ecosystem is small, and the high prices for the logistics service demanders in priority when the platform ecosystem is large to ensure the platform's revenue; meanwhile, the increase of empowerment cost will improve the user experience of logistics service demanders and logistics service providers, which can motivate other users outside the platform to join the 4PL platform ecosystem, so that the network externality of the platform will be enhanced, which can make the 4PL platform much more profitable and thus promote the sustainable development of the 4PL platform ecosystem.