APL华南分公司集装箱供应管理研究
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摘要
随着世界贸易和中国经济的飞速发展,集装箱航运公司迎来巨大的发展机遇,同时行业内竞争的加剧和燃料成本的增加也给航运公司带来挑战,在此背景下集装箱供应管理的重要性逐渐凸现出来,集装箱供应管理在有效控制成本,保证集装箱运转效率和为客户提供优质服务等方面的关键作用,使其日益成为航运公司关注的重点。
本文以APL公司华南分公司为研究对象,回顾了集装箱管理的相关理论知识,介绍了APL公司和其华南分公司的相关情况,然后着重阐述了APL公司在应对航运业现状所采取的策略,及其策略给APL华南分公司带来的压力和由此产生的集装箱供应环节的问题。保证集装箱周转效率和维护质量、控制集装箱操作成本和提高客户满意度是APL华南分公司集装箱供应管理的核心工作。本文结合近年来公司的数据和相关业务流程,分析了APL华南分公司在集装箱供应各个环节的现况和存在的问题。重点研究了:超期箱的管理、维修质量的控制、拖车的管理以及堆场的评估等重点问题。本文通过分析,阐述了解决上述问题的重要性,研究明确了各个问题的重点,相关流程和改进的方向。随后针对上述出现的问题的重点,应用数据建模、业务外包、全面质量管理以及平衡计分卡等知识,在操作流程、监管方式、质量控制和考评机制等方面提出了优化解决方案。通过在APL华南分公司集装箱供应环节实施上述改进方案,并不断的完善巩固,在拖车、集装箱维修、集装箱堆场管理和超期箱处理等重点业务上取得了良好的效果。有效的降低了操作成本,提高了集装箱的运转效率和维修质量。
本文对集装箱供应管理核心问题的探讨,为其他航运公司操作部门提供了参考经验。
With the development of world trade and china economy, container shipping line is confronting with a lot of opportunities and challenges because of the increasing competition and fuel cost. Under such a high competitive environment, the container supplying management became more and more important to shipping lines because of its great attribution on effectively cost controlling, smoothly containers running and excellent service providing.
This thesis mainly researched APL South PRC’s operation, reviewed its related theories and introduced APL Company and its south PRC branch. Then it focused on APL strategies under the pressure and container supplying management problems brought out by these strategies. The critical jobs of APL south PRC container supplying management are ensuring APL containers’smoothly running, high repair quality, continuously cost cutting and client satisfaction improvement. The thesis analyzed the situation and problems in different segments of container supplying chain with recent years’data and related process flow. Then it focused on the delinquencies management, repairing quality controlling, trucking management and depot appraisal. Based on the analysis, this thesis also discussed the importance, key points and direction for improvement. With the related knowledge of modeling, business outsource, total quality management and balanced score card, it carried out the solutions of operation process, monitoring, quality controlling, and depot appraisal. After practicing the improvement plan on the trucking, container repairing, depot management and delinquencies control, APL south PRC gained effective outcome on the cost saving, quality control, and container effectively running.
The output of this thesis can be a good reference for other shipping lines operation by its deep research in the container supplying management.
本文以APL公司华南分公司为研究对象,回顾了集装箱管理的相关理论知识,介绍了APL公司和其华南分公司的相关情况,然后着重阐述了APL公司在应对航运业现状所采取的策略,及其策略给APL华南分公司带来的压力和由此产生的集装箱供应环节的问题。保证集装箱周转效率和维护质量、控制集装箱操作成本和提高客户满意度是APL华南分公司集装箱供应管理的核心工作。本文结合近年来公司的数据和相关业务流程,分析了APL华南分公司在集装箱供应各个环节的现况和存在的问题。重点研究了:超期箱的管理、维修质量的控制、拖车的管理以及堆场的评估等重点问题。本文通过分析,阐述了解决上述问题的重要性,研究明确了各个问题的重点,相关流程和改进的方向。随后针对上述出现的问题的重点,应用数据建模、业务外包、全面质量管理以及平衡计分卡等知识,在操作流程、监管方式、质量控制和考评机制等方面提出了优化解决方案。通过在APL华南分公司集装箱供应环节实施上述改进方案,并不断的完善巩固,在拖车、集装箱维修、集装箱堆场管理和超期箱处理等重点业务上取得了良好的效果。有效的降低了操作成本,提高了集装箱的运转效率和维修质量。
本文对集装箱供应管理核心问题的探讨,为其他航运公司操作部门提供了参考经验。
With the development of world trade and china economy, container shipping line is confronting with a lot of opportunities and challenges because of the increasing competition and fuel cost. Under such a high competitive environment, the container supplying management became more and more important to shipping lines because of its great attribution on effectively cost controlling, smoothly containers running and excellent service providing.
This thesis mainly researched APL South PRC’s operation, reviewed its related theories and introduced APL Company and its south PRC branch. Then it focused on APL strategies under the pressure and container supplying management problems brought out by these strategies. The critical jobs of APL south PRC container supplying management are ensuring APL containers’smoothly running, high repair quality, continuously cost cutting and client satisfaction improvement. The thesis analyzed the situation and problems in different segments of container supplying chain with recent years’data and related process flow. Then it focused on the delinquencies management, repairing quality controlling, trucking management and depot appraisal. Based on the analysis, this thesis also discussed the importance, key points and direction for improvement. With the related knowledge of modeling, business outsource, total quality management and balanced score card, it carried out the solutions of operation process, monitoring, quality controlling, and depot appraisal. After practicing the improvement plan on the trucking, container repairing, depot management and delinquencies control, APL south PRC gained effective outcome on the cost saving, quality control, and container effectively running.
The output of this thesis can be a good reference for other shipping lines operation by its deep research in the container supplying management.
引文
[1]马克莱文森.集装箱改变世界[M].北京:机械工业出版社, 2008
[2]胡美芬,王义源.远洋运输业务[M].北京:人民交通出版社, 2008
[3] Fred Chan. Asia best shipping line of 2008[R]. http://thehelm2.apl.com/txtlstvw.aspx?LstID=eab13c7e-12fc-4d77-a620-ac3b9b8370 ca, 2008.8.20
[4] [美]辛格(Singh, K.).战略管理[M].北京机械工业出版社, 2005
[5]马军功,王智强,罗来仪.国际船舶代理业务与国际集装箱货代业务[M].北京:对外经济贸易大学出版社, 2007
[6]张敏.集装箱运输业务[M].北京:人民交通出版社, 2006
[7]武德春,鲁广斌.集装箱运输管理[M].北京:机械工业出版社, 2007
[8]孙丽丽,阿克逊.优化堆场管理突破生产瓶颈[J].港口科技(港口管理), 2007(8): 35-38
[9] R. A. Crabb. Container CSC(ACEP)Regulatory Compliance[S]. Nov of 1994
[10]金健.突破传统的集装箱码头堆场管理模式[J].集装箱化, 2004(8): 37-38
[11] Derry. FEFC, IADA, IRA and NOL Estimates[Z]. http://thehelm2.apl.com, 2008.1.20
[12] Thomas Held. President and CEO of NOL Group[R]. 2007 Full Year Performance Review. 2008
[13]刘恒江.集装箱空箱调运分析[J].集装箱化, 2001(9): 11-13
[14] Christopher Lee. Equipment M&R[R]. Equipment Management Workshop, 2007
[15] AXS-Alphaliner,Alphaliner全球班轮公司排名TOP 100[R]. http://www.simic.net.cn/news/detail.jsp?id=21303, 2007.7.4
[16] Lim Chee Wei. Fixed Equipment[R]. Equipment Management Workshop, 2007
[17] Soh Chin Hock. EMD Directive Container/Equipment Sale Process[S]. Equipment Management Workshop, 2006
[18]柳严兵.集装箱运输中超期箱的管理[J].世界海运, 2001(4): 35-36
[19]徐宏基.集装箱的自购和租用[J].集装箱化, 2002(11): 4-6
[20]王荣.关于加强集装箱固定费用成本管理的探讨[J].交通标准化, 2007(10): 30-36
[21] Sweet Zhou. Hongkong & South China Equipment[R]. Equipment Management Workshop, Qingdao, 2007
[22]耿博.深圳市道路集装箱运输管理建议[J].集装箱运输, 2008(4): 18-20
[23]李冰,王化河.动态车队管理问题研究的现状与展望[J].公路交通科技, 2004(4): 109-113
[24]弗雷德里克.S.希利尔,马克.S.希利尔.数据?模型与决策[M].北京:中国财政经济出版社, 2004
[25] Tan David, C H. Cargo Claim Program[S]. 2003
[26]艾伦.R.雷德.采购供应管理学习指南[M].北京:电子工业出版社, 2005
[27]北京中交协物流人力资源培训中心.采购与供应关系管理[Z].内部资料, 2008
[28] Institute of International Container Lessors [R] http://www.iicl.org/IICLBackground.htm, 2008.2.5
[29] Linden Wen. South Asia M&R DPM and Process[R]. 2008
[30] Christopher Lee. Depot Quality Appraisal Program[S]. 2002
[31]陈荣秋,马士华.生产与运作管理[M].北京:高等教育出版社, 1999
[32]马士华,黄爽,赵婷婷.供应链物流管理[M].北京:机械工业出版社, 2007
[33]徐莹,李军.供应商报价问题的进化博弈分析[J].经济论坛, 2007(23): 76-78
[34]张艳,韩晖.降低集装箱码头堆场翻箱率[J].集装箱化, 2008(4): 8-13
[35]刘鸿贤.码头堆场空箱自动化管理[J].港站码头, 2007(11): 15-17
[36] Cheng Wai Keung Chairman of NOL Group. 1H&2Q 2008 Performance Review[R]. 2008
[37] Kaplan, R. S. & Nomn,D. P. The balanced score card. Measures that drive performance[J]. Haward Business Review, 1992(1): 71-79
[38] Weber, C. A., Current, J. R, Benton, W. C. Vendor Selection Criteria and Methods[R]. Europe Journal of Operational Research, 1991
[39]马士华,王许斌.确定供应商评价指标权重的一种方法[J].工业工程与管理, 2002(6): 5-8
[40]宋艳,卓剑.运用平衡计分卡对供应商绩效评价的研究[J].商业经济, 2005(9): 94-96
[2]胡美芬,王义源.远洋运输业务[M].北京:人民交通出版社, 2008
[3] Fred Chan. Asia best shipping line of 2008[R]. http://thehelm2.apl.com/txtlstvw.aspx?LstID=eab13c7e-12fc-4d77-a620-ac3b9b8370 ca, 2008.8.20
[4] [美]辛格(Singh, K.).战略管理[M].北京机械工业出版社, 2005
[5]马军功,王智强,罗来仪.国际船舶代理业务与国际集装箱货代业务[M].北京:对外经济贸易大学出版社, 2007
[6]张敏.集装箱运输业务[M].北京:人民交通出版社, 2006
[7]武德春,鲁广斌.集装箱运输管理[M].北京:机械工业出版社, 2007
[8]孙丽丽,阿克逊.优化堆场管理突破生产瓶颈[J].港口科技(港口管理), 2007(8): 35-38
[9] R. A. Crabb. Container CSC(ACEP)Regulatory Compliance[S]. Nov of 1994
[10]金健.突破传统的集装箱码头堆场管理模式[J].集装箱化, 2004(8): 37-38
[11] Derry. FEFC, IADA, IRA and NOL Estimates[Z]. http://thehelm2.apl.com, 2008.1.20
[12] Thomas Held. President and CEO of NOL Group[R]. 2007 Full Year Performance Review. 2008
[13]刘恒江.集装箱空箱调运分析[J].集装箱化, 2001(9): 11-13
[14] Christopher Lee. Equipment M&R[R]. Equipment Management Workshop, 2007
[15] AXS-Alphaliner,Alphaliner全球班轮公司排名TOP 100[R]. http://www.simic.net.cn/news/detail.jsp?id=21303, 2007.7.4
[16] Lim Chee Wei. Fixed Equipment[R]. Equipment Management Workshop, 2007
[17] Soh Chin Hock. EMD Directive Container/Equipment Sale Process[S]. Equipment Management Workshop, 2006
[18]柳严兵.集装箱运输中超期箱的管理[J].世界海运, 2001(4): 35-36
[19]徐宏基.集装箱的自购和租用[J].集装箱化, 2002(11): 4-6
[20]王荣.关于加强集装箱固定费用成本管理的探讨[J].交通标准化, 2007(10): 30-36
[21] Sweet Zhou. Hongkong & South China Equipment[R]. Equipment Management Workshop, Qingdao, 2007
[22]耿博.深圳市道路集装箱运输管理建议[J].集装箱运输, 2008(4): 18-20
[23]李冰,王化河.动态车队管理问题研究的现状与展望[J].公路交通科技, 2004(4): 109-113
[24]弗雷德里克.S.希利尔,马克.S.希利尔.数据?模型与决策[M].北京:中国财政经济出版社, 2004
[25] Tan David, C H. Cargo Claim Program[S]. 2003
[26]艾伦.R.雷德.采购供应管理学习指南[M].北京:电子工业出版社, 2005
[27]北京中交协物流人力资源培训中心.采购与供应关系管理[Z].内部资料, 2008
[28] Institute of International Container Lessors [R] http://www.iicl.org/IICLBackground.htm, 2008.2.5
[29] Linden Wen. South Asia M&R DPM and Process[R]. 2008
[30] Christopher Lee. Depot Quality Appraisal Program[S]. 2002
[31]陈荣秋,马士华.生产与运作管理[M].北京:高等教育出版社, 1999
[32]马士华,黄爽,赵婷婷.供应链物流管理[M].北京:机械工业出版社, 2007
[33]徐莹,李军.供应商报价问题的进化博弈分析[J].经济论坛, 2007(23): 76-78
[34]张艳,韩晖.降低集装箱码头堆场翻箱率[J].集装箱化, 2008(4): 8-13
[35]刘鸿贤.码头堆场空箱自动化管理[J].港站码头, 2007(11): 15-17
[36] Cheng Wai Keung Chairman of NOL Group. 1H&2Q 2008 Performance Review[R]. 2008
[37] Kaplan, R. S. & Nomn,D. P. The balanced score card. Measures that drive performance[J]. Haward Business Review, 1992(1): 71-79
[38] Weber, C. A., Current, J. R, Benton, W. C. Vendor Selection Criteria and Methods[R]. Europe Journal of Operational Research, 1991
[39]马士华,王许斌.确定供应商评价指标权重的一种方法[J].工业工程与管理, 2002(6): 5-8
[40]宋艳,卓剑.运用平衡计分卡对供应商绩效评价的研究[J].商业经济, 2005(9): 94-96