我国医药零售连锁企业物流管理研究
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摘要
在理论界,习惯把店面的建设叫前台,把物流的建设叫后台。由于物流后台的建设是支撑连锁店进一步延伸的重要平台和基地,因此前台和后台之间要保持一定的平衡。但从目前来看,医药连锁企业普遍存在重前轻后的错误观念。所谓“重前轻后”是指许多医药零售连锁企业在不断追求规模扩张的时候,只重视前台门店的扩张,而忽视了物流配送体系的建设,从而导致了后台物流系统的构筑及管理出现越来越多的问题,出现了在前台门店数量不断增长的同时,企业总利润却在不断下降的趋势。这充分说明没有强大高效的物流系统作为支撑的扩张肯定是非常脆弱的。鉴于此,医药连锁企业必须重视物流管理、不断提高物流管理水平,建立合理高效的物流配送系统,使其成为企业连锁扩张的有力保障。
在本文的理论研究部分,首先介绍了连锁经营和物流管理的相关概念,探讨了连锁经营与物流管理的内在联系,总结了连锁企业,特别是医药连锁企业的物流配送特点,在此基础上构建了医药连锁企业物流管理合理化的评价指标体系,对医药连锁企业物流管理达到何种程度才算合理给出了明确的界定标准。
在本文的应用研究部分,通过企业调研和文献研究相结合的方式,系统总结了我国医药零售连锁企业在物流管理上存在的问题,并分析了这些问题产生的原因。在借鉴国内外知名连锁企业在物流管理方面的先进理念的基础上,提出了有针对性的解决方案,如通过成本倒推法控制进货价格,利用内部招标采购制等方法降低采购成本;通过调查、分析顾客需求,不断调整产品结构,以达到优化库存结构的目的;根据自身情况合理选择配送方式,将非核心业务外包给专业的物流公司来做,建立柔性化的商品配送体系。希望这些方案的提出能够帮助我国医药零售连锁企业早日突破物流管理的瓶颈。
In theoretical circles, the construction of stores is used to be called front desk, while that of logistics to be called background. Since the construction of logistics sustains further expansionism of pharmacy chains, we must keep them in balance. However, there is a misconception widely present in pharmacy chains, "paying much attention to expansionism of stores while neglecting the importance of logistic system". With days going on, there is a sharp decline in total profitability with the number of stores increasing. This fully shows that the expansionism of stores is certainly very fragile without the supporting force of a strong and efficient logistics system. In that case, pharmacy chains must pay attention to logistics management and try to improve their art of logistics management.
In the part of theoretical research, it introduced the concepts of chain business and logistics management and other related concepts at first. Then, it discussed the relationship between chain business and logistics and summarized the characteristics of pharmacy chain logistics. On this basis, it set up a series of index of ideal logistics management and it established a standard, at which pharmacy chains arrived, their logistics management can be called ideal.
In the part of applied research, it summarized problems widely present in pharmacy chains in the aspects of logistics management and analyzed the incentives to these problems. On the basis of learning the successful experiences in the aspect of logistics management from well-known enterprises both domestic and overseas, it put forward targeted solution, such as by using reverse deduction of cost to control procurement price and using in-house bidding and purchasing system to reduce procurement costs; by researching and analyzing consumers' demands to adjust the structure of products in order to optimize the structure of inventory; according to one's own conditions, to choose the right way to delivery products and non-core business should be outsourced to professional logistics companies. The author hopes these solutions could make pharmacy chains break through the bottleneck of logistics management as soon as possible.
在本文的理论研究部分,首先介绍了连锁经营和物流管理的相关概念,探讨了连锁经营与物流管理的内在联系,总结了连锁企业,特别是医药连锁企业的物流配送特点,在此基础上构建了医药连锁企业物流管理合理化的评价指标体系,对医药连锁企业物流管理达到何种程度才算合理给出了明确的界定标准。
在本文的应用研究部分,通过企业调研和文献研究相结合的方式,系统总结了我国医药零售连锁企业在物流管理上存在的问题,并分析了这些问题产生的原因。在借鉴国内外知名连锁企业在物流管理方面的先进理念的基础上,提出了有针对性的解决方案,如通过成本倒推法控制进货价格,利用内部招标采购制等方法降低采购成本;通过调查、分析顾客需求,不断调整产品结构,以达到优化库存结构的目的;根据自身情况合理选择配送方式,将非核心业务外包给专业的物流公司来做,建立柔性化的商品配送体系。希望这些方案的提出能够帮助我国医药零售连锁企业早日突破物流管理的瓶颈。
In theoretical circles, the construction of stores is used to be called front desk, while that of logistics to be called background. Since the construction of logistics sustains further expansionism of pharmacy chains, we must keep them in balance. However, there is a misconception widely present in pharmacy chains, "paying much attention to expansionism of stores while neglecting the importance of logistic system". With days going on, there is a sharp decline in total profitability with the number of stores increasing. This fully shows that the expansionism of stores is certainly very fragile without the supporting force of a strong and efficient logistics system. In that case, pharmacy chains must pay attention to logistics management and try to improve their art of logistics management.
In the part of theoretical research, it introduced the concepts of chain business and logistics management and other related concepts at first. Then, it discussed the relationship between chain business and logistics and summarized the characteristics of pharmacy chain logistics. On this basis, it set up a series of index of ideal logistics management and it established a standard, at which pharmacy chains arrived, their logistics management can be called ideal.
In the part of applied research, it summarized problems widely present in pharmacy chains in the aspects of logistics management and analyzed the incentives to these problems. On the basis of learning the successful experiences in the aspect of logistics management from well-known enterprises both domestic and overseas, it put forward targeted solution, such as by using reverse deduction of cost to control procurement price and using in-house bidding and purchasing system to reduce procurement costs; by researching and analyzing consumers' demands to adjust the structure of products in order to optimize the structure of inventory; according to one's own conditions, to choose the right way to delivery products and non-core business should be outsourced to professional logistics companies. The author hopes these solutions could make pharmacy chains break through the bottleneck of logistics management as soon as possible.
引文
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[2]王强.连锁药店现状分析及对策.长春:吉林大学,2004:5-8
[3]贺翔.零售企业的业态战略.经营与管理,2007,9:30-40
[4]邝跃喜.药品零售营销转型.商界名家,2006,6:98-99
[5]罗锐韧.哈佛管理全集.第2版.北京:企业管理出版社,1998:1263-1338
[6]宋力刚.国际化企业现代物流管理.第l版.北京:中国石化出版社,2001:9-111
[7]孙明贵,潘留栓.物流管理学.第1版.北京:北京大学出版社,2002:27
[8]李晓超.我国连锁零售企业物流配送模式选择探析.物流技术,2007,6:71-73
[9]刘锐,张文杰,施先亮.我国商业连锁企业物流配送的现状、特点及发展趋势.铁道物资科学管理,2004,22(6):34-35
[10]张华勇.我国医药物流的现状与未来.物流技术与应用,2003,5:1-4
[11]王炬香.采购管理实务.第1版.北京:电子工业出版社,2007:56-64
[12]孙庆龙.特许经营企业采购管理研究.上海:上海外国语大学,2007:13
[13]子舟.营运指标的概念及应用(上).中国药店,2007,12:77-78
[14]孙健.连锁药店运营管理之--:营运指标的概念及应用(下).中国药店,2008,1:68-69
[15]江少文.配送中心营运管理.第2版.北京:高等教育出版社,2006:137
[16]章丽莺.浅谈药店的库存管理.海峡药学,2007,19(6):141-142
[17]杨琼,张怀胜,马汉武,邢春林.用模糊层次分析法评价供应链库存控制绩效.工业工程,2006,9(2):116-120
[18]康琦.库存管理:追求两极问的平衡.中国医药报,2007,1,15
[19]熊正平,黄君麟.库存管理.第1版.北京:机械工业出版社,2007:210-215
[20]王伟,真虹.配送系统柔性研究.软科学,2005,19(6):14-17
[21]耿翔宇,李艳霞.供应链柔性协调机制研究.2006第五次中国物流学术年会论文[C]:2006
[22]张凌辉.建立胜人-筹的药品配送体系.医药经济报,2007,5,23
[23]张丽君.商业连锁企业物流配送管理.中国市场,2007,32:98-99
[24]王义林.连锁药店如何实现信息化管理.中国药业,2001,07:24
[25]王集会,于培明,彭旭东.连锁药店信息化建设问题.探讨.齐鲁药事,2005,24(6):343-344
[26]刘冲.对连锁药店信息化建设的思考.信息与电脑,2005,6:27-30
[27]Martin Christopher.Logistics and Supply Chain Management:Strategies for Reducing Cost and Improving Service(2e).UK:Financial Times Prentice Hall,2003:25-30
[28]宋华.电子商务物流与电子供应链管理.第1版.北京:中国人民大学出版社,2004:183-2
[29]张凌辉.医药企业如何自我培养物流人才.物流时代,2006,11:62-64
[30]冯晶.医药物流:请正式差距.现代物流报,2007,8,17
[31]许彤.海王星辰连锁药店采购管理优化研究.物流技术,2006,3:222-224
[32]王瑞刚.江西开心人大药房连锁公司经营战略研究.郑州:郑州大学,2007:8
[33]许彤.医药连锁企业采购管理的优化.物流科技,2006,29(131):142-145
[34]李从选.五招降低医药渠道商的采购价格.医药经济报,2006,3,28
[35]郝登伟.医药连锁配送中心构建实例.中外物流,2006,2:53-54
[36]李从选.新形势下的医药工商博奕及其对策.医药经济报,2007,9,20
[37]罗毅.商品基础管理“三部曲”.中国药店,2008,3(83):78-79
[38]刘正午.现代医药物流的悭钱动力.医药经济报,2005,7,18
[39]张凌辉.控制物流成本,赢得利润.医药经济报,2007,6,6
[40]张凌辉.三招搞好药店批号管理.21世纪药店,2007,8,6
[41]马毅鸿.药店经营“十宗罪”.医药经济报,2007,1,10
[42]棠棣.跷跷板游戏的规则.中国医药报,2007,1,15
[43]代航.“零库存”并非取消库存.中国医药报,2007,1,15
[44]左亮.零库存之“痒”.销售与市场,2003,7(下半月刊):55-57
[45]苗采烈.对医药批发企业发展物流的探讨.沈阳:沈阳药科大学,2003:66-67
[46]刘柱建,付春.医药企业物流配送中心选址模型的建立.物流科技,2007,6:21-24
[47]赵志江,侯金柱,于淑娟.超市物流中心模式的合理选择.商业时代,2004,23:12-13
[48]王蔚佳.跨区域扩张的考验.中国医药报,2006,10,26
[49]刘正午.现代医药物流潮涌下的规划思考.医药经济报,2005,9,26
[50]赖强.“万码奔腾”地方破局.医药经济报,2007,12,28
[51]赵月霞,马宏伟,吴青松.配送中心选址方法研究.中国制造业信息化:2007,11:65-67
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