国内第三方物流企业服务质量制约因素分析
|
摘要
随着中国经济融入全球经济步伐的逐步推进,处于发展初期阶段的中国第三方物流企业,越来越深切地感受到来自跨国物流巨头的激烈竞争。作为“第三利润源泉”的中国物流企业,尤其是第三方物流企业,迫切的需要改变整体服务质量水平不高,运作效率低下的困境。
本文以彩联物流这样一个快速发展的第三方的物流企业,为尽快提升服务质量,而采取的种种措施,以及在进一步提升物流服务质量时所面临的困惑与制约因素为例,来阐明国内第三方物流企业在提升物流服务质量方面所面临的深层次问题。为了提升物流服务质量,彩联公司从运输管理,信息系统建设,纠正/预防措施控制,客户投诉管理,物流运作过程中的不合产品的管理,客户货物保管及检验管理,物流分包商管理,服务质量过程的控制等优化内部流程方面措施入手,确实取得了显著的效果。但从2006年至今,公司在进一步提高物流服务质量方面遇到了很大的瓶颈。本文从整个物流行业的微观环境分析,认识到这是国内第三方物流企业面临的普遍性问题,一是从业人员素质低导致的物流服务下降的问题,二是国内物流运输配送设备及管理水平的原因造成的物流服务质量制约因素,三是物流的计划性较差导致的服务质量制约因素,四是因供应链上下游企业之间的利益冲突问题造成的物流服务制约因素。
以上制约国内第三方物流企业服务质量提升的主要问题,都不是仅凭单个企业的努力就能够解决的。对此,本文提出一些对策:完善物流业宏观环境、政策法规的配套发展;尽快提高物流从业人员的整体素质;加快物流运输过程的标准化建设;从整个供应链的角度考虑提高整个供应链的效率和质量;改变现有供应链参与方之间的竞合关系,制造企业、第三方物流企业、经销商三方应改变现有利益博弈的模式,改变思维模式,作到从“零和博弈”模式到“合作博弈”模式的转变。单个企业的理性选择,可能损害到整个供应链的利益。只有从整个供应链的理性选择出发,才能实现各参与方利益的最大化,提高供应链整体物流服务质量。
本文所提出的问题及对策,对于国内物流企业,尤其是蓬勃发展中的第三方物流企业,如何提高物流运作质量具有普遍性意义,同时也具有一定的参考价值。
Along with China's economic integration into the global economy gradual progress is being made,in the early stages of the development of China's third-party logistics enterprises,more deeply felt transnational logistics giants from the fierce competition.As the "third profit source," China's logistics enterprises, especially the third-party logistics companies,the urgent need to change the overall service quality,and operational efficiency of the lower difficulties.
Based on the Tri-link Logistics Limited of such a rapid development of the third-party logistics companies,to improve the quality of services as soon as possible,and take various measures,as well as to further improve the quality of service logistics faced by the confusion and constraints for example,to clarify the domestic third-party logistics enterprises in upgrading the quality of services faced by the deep problems.In order to enhance logistics service quality,Tri-link Logistics Limited from the transport management,information systems,corrective /preventive measures to control,customer complaints management,logistics operations irregularities in the process of product management,customer management and inspection of their cargo,logistics subcontractor management, service quality control,process optimization of internal processes measures to be taken to start really made remarkable results.But since 2006,the company further improve the quality of logistics services encountered a lot of bottlenecks.This paper from the entire logistics industry in micro-environmental analysis,realize that this is the domestic third-party logistics enterprises are faced with the issue of universality,First practitioners result of the low quality of logistics services decline, and the second is the domestic distribution logistics and transport equipment and the level of management causes logistics service quality constraints quality status of the situation,and the third is the logistics of the plan led to poor quality of service constraints,four because of the supply chain upstream and downstream firms conflict between the interests of the logistics service constraints. Above constraints domestic enterprises improve quality of services the main problem is not just the efforts of individual enterprises will be able to solve.This paper made some responses:Sound macroeconomic environment logistics industry,supporting the development of policies and regulations,as soon as possible raise the overall quality of the logistics practitioners,and speed up the logistics and transport standardization of the process,from the perspective of the entire supply chain consider raising the efficiency of the entire supply chain and quality,change existing supply chain Competing among participants, manufacturers,third-party logistics companies,dealers constituents should change the mode of the existing interests of the game and change the style of thinking,done from a "zero-sum game" model "cooperative game" mode change. A rational choice of a single enterprise,be detrimental to the interests of the whole supply chain.Only when the whole supply chain of rational choice can be achieved to maximize the interests of the participants and improve overall supply chain logistics service quality.
In this paper,and the questions raised by the response,the domestic logistics enterprises,especially the boom in the development of third-party logistics enterprises,how to improve the quality of the logistics operation of universal significance,but also has some reference value.
本文以彩联物流这样一个快速发展的第三方的物流企业,为尽快提升服务质量,而采取的种种措施,以及在进一步提升物流服务质量时所面临的困惑与制约因素为例,来阐明国内第三方物流企业在提升物流服务质量方面所面临的深层次问题。为了提升物流服务质量,彩联公司从运输管理,信息系统建设,纠正/预防措施控制,客户投诉管理,物流运作过程中的不合产品的管理,客户货物保管及检验管理,物流分包商管理,服务质量过程的控制等优化内部流程方面措施入手,确实取得了显著的效果。但从2006年至今,公司在进一步提高物流服务质量方面遇到了很大的瓶颈。本文从整个物流行业的微观环境分析,认识到这是国内第三方物流企业面临的普遍性问题,一是从业人员素质低导致的物流服务下降的问题,二是国内物流运输配送设备及管理水平的原因造成的物流服务质量制约因素,三是物流的计划性较差导致的服务质量制约因素,四是因供应链上下游企业之间的利益冲突问题造成的物流服务制约因素。
以上制约国内第三方物流企业服务质量提升的主要问题,都不是仅凭单个企业的努力就能够解决的。对此,本文提出一些对策:完善物流业宏观环境、政策法规的配套发展;尽快提高物流从业人员的整体素质;加快物流运输过程的标准化建设;从整个供应链的角度考虑提高整个供应链的效率和质量;改变现有供应链参与方之间的竞合关系,制造企业、第三方物流企业、经销商三方应改变现有利益博弈的模式,改变思维模式,作到从“零和博弈”模式到“合作博弈”模式的转变。单个企业的理性选择,可能损害到整个供应链的利益。只有从整个供应链的理性选择出发,才能实现各参与方利益的最大化,提高供应链整体物流服务质量。
本文所提出的问题及对策,对于国内物流企业,尤其是蓬勃发展中的第三方物流企业,如何提高物流运作质量具有普遍性意义,同时也具有一定的参考价值。
Along with China's economic integration into the global economy gradual progress is being made,in the early stages of the development of China's third-party logistics enterprises,more deeply felt transnational logistics giants from the fierce competition.As the "third profit source," China's logistics enterprises, especially the third-party logistics companies,the urgent need to change the overall service quality,and operational efficiency of the lower difficulties.
Based on the Tri-link Logistics Limited of such a rapid development of the third-party logistics companies,to improve the quality of services as soon as possible,and take various measures,as well as to further improve the quality of service logistics faced by the confusion and constraints for example,to clarify the domestic third-party logistics enterprises in upgrading the quality of services faced by the deep problems.In order to enhance logistics service quality,Tri-link Logistics Limited from the transport management,information systems,corrective /preventive measures to control,customer complaints management,logistics operations irregularities in the process of product management,customer management and inspection of their cargo,logistics subcontractor management, service quality control,process optimization of internal processes measures to be taken to start really made remarkable results.But since 2006,the company further improve the quality of logistics services encountered a lot of bottlenecks.This paper from the entire logistics industry in micro-environmental analysis,realize that this is the domestic third-party logistics enterprises are faced with the issue of universality,First practitioners result of the low quality of logistics services decline, and the second is the domestic distribution logistics and transport equipment and the level of management causes logistics service quality constraints quality status of the situation,and the third is the logistics of the plan led to poor quality of service constraints,four because of the supply chain upstream and downstream firms conflict between the interests of the logistics service constraints. Above constraints domestic enterprises improve quality of services the main problem is not just the efforts of individual enterprises will be able to solve.This paper made some responses:Sound macroeconomic environment logistics industry,supporting the development of policies and regulations,as soon as possible raise the overall quality of the logistics practitioners,and speed up the logistics and transport standardization of the process,from the perspective of the entire supply chain consider raising the efficiency of the entire supply chain and quality,change existing supply chain Competing among participants, manufacturers,third-party logistics companies,dealers constituents should change the mode of the existing interests of the game and change the style of thinking,done from a "zero-sum game" model "cooperative game" mode change. A rational choice of a single enterprise,be detrimental to the interests of the whole supply chain.Only when the whole supply chain of rational choice can be achieved to maximize the interests of the participants and improve overall supply chain logistics service quality.
In this paper,and the questions raised by the response,the domestic logistics enterprises,especially the boom in the development of third-party logistics enterprises,how to improve the quality of the logistics operation of universal significance,but also has some reference value.
引文
1、大卫.辛奇—利维 供应链设计与管理 中国财政经济出版社:2004
2、詹姆士.R.斯托克 战略物流管理 中国财政经济出版社:2003
3、博弈论:/战略分析入门/(美)麦凯恩(McCain,R.A.)著;原毅军等译.-北京:机械工业出版社,2006.5
4、财务报表分析/欧阳光中,项红周编著.上海:复旦大学出版社,2000.8
5、物流网:http://www.56net.com
6、中国物流资源:http://www.56source.com
7、中国物流网:http://www.china-logistics.com
8、物流前沿:http://logisticswin.myrice.com
9、MBA智库百科:http://wiki.mbalib.com
10、谢识予.《经济博弈论》[M].上海:复旦大学出版社,2002
11、GB/T15624.1-2003《服务标准化工作指南》
12、GB/T 18354《物流术语》
13、GB/T 19680-2005《物流企业分类与评估指标》
14、Harvard Business Review1998年3月-4月
15、吴鹏华.国内物流外包分析及对策研究,物流管理,2008.1 中国人民大学书报资料中心
16、[美]彼得.胜吉 第五项修炼—学习型组织的艺术与实务/郭进隆译1998.7 上海三联书店
17、项保华 战略管理 华夏出版社 2001.5
18、[日]菊池康也.物流管理.丁立言译.北京:清华大学出版社,2001
19、丁俊发、荆林波 外资服务巨头并购危机国内产业链 物流管理 2008.2 中国人民大学书报资料中心
20、赵林度 供应链与物流管理理论与实务 机械工业出版社 2003.4
21、魏然 我国物流教育的发展现状,物流管理,2008.2 中国人民大学书报资料中心
22、王夏阳 供应链管理的“牛鞭效应”:当心信息不对称!http://finance.tom.com 2005.1.19
2、詹姆士.R.斯托克 战略物流管理 中国财政经济出版社:2003
3、博弈论:/战略分析入门/(美)麦凯恩(McCain,R.A.)著;原毅军等译.-北京:机械工业出版社,2006.5
4、财务报表分析/欧阳光中,项红周编著.上海:复旦大学出版社,2000.8
5、物流网:http://www.56net.com
6、中国物流资源:http://www.56source.com
7、中国物流网:http://www.china-logistics.com
8、物流前沿:http://logisticswin.myrice.com
9、MBA智库百科:http://wiki.mbalib.com
10、谢识予.《经济博弈论》[M].上海:复旦大学出版社,2002
11、GB/T15624.1-2003《服务标准化工作指南》
12、GB/T 18354《物流术语》
13、GB/T 19680-2005《物流企业分类与评估指标》
14、Harvard Business Review
15、吴鹏华.国内物流外包分析及对策研究,物流管理,2008.1 中国人民大学书报资料中心
16、[美]彼得.胜吉 第五项修炼—学习型组织的艺术与实务/郭进隆译1998.7 上海三联书店
17、项保华 战略管理 华夏出版社 2001.5
18、[日]菊池康也.物流管理.丁立言译.北京:清华大学出版社,2001
19、丁俊发、荆林波 外资服务巨头并购危机国内产业链 物流管理 2008.2 中国人民大学书报资料中心
20、赵林度 供应链与物流管理理论与实务 机械工业出版社 2003.4
21、魏然 我国物流教育的发展现状,物流管理,2008.2 中国人民大学书报资料中心
22、王夏阳 供应链管理的“牛鞭效应”:当心信息不对称!http://finance.tom.com 2005.1.19