First, with the opening of the market and the influx of a large number of foreign-funded enterprises, weak logistics enterprises will be eliminated or merged;
The second is to extend the internal supply chain of enterprises, constantly increase the connotation of logistics services, increase logistics value-added services, innovate service projects, expand market share and occupy a place in the highly competitive logistics field.
China's market is gradually opening up and joining the WTO. China enterprises should seize the opportunity to enhance their own strength, mainly to do the following:
(1) Strong alliance
At present, it is how to make use of the excellent situation of China's economic development and learn from the competitive experience of multinational companies to develop and strengthen themselves. Strengthen cooperation with some discerning enterprises, start with the scale of supply, capital and network, and take the road of scale operation through mergers and agents. In countries like Europe and America, 80% of the logistics market is monopolized by 20 super-large multinational logistics enterprises. Through merger and reorganization, some large-scale logistics enterprises are organized to carry out strategic restructuring and transformation, strengthen alliances and expand scale, which is conducive to forming logistics companies with strong core competitiveness as soon as possible, speeding up the creation of a number of modern logistics enterprises with international competitiveness, and improving the attention and trust of the government and society. Although small and medium-sized logistics enterprises can not only meet certain social needs, but also attract many people to work, their capacity is limited and it is difficult to attract social attention from the beginning.
(B) improve the comprehensive competitiveness of small and medium-sized logistics enterprises
The comprehensive competitiveness of enterprises refers to the ability of enterprises to quickly adapt to and occupy the market at a certain cost. To improve our competitiveness, we should do the following:
1. Accelerate the establishment of a speed mechanism for enterprise resource integration.
In order to adapt to the rapidly changing market and provide the products needed by the market in time, the key is to have faster resource supply and integration speed. The faster the logistics service provider responds to the upstream and downstream distribution demand, the shorter the time before and after, the shorter the distribution interval, the faster the logistics distribution speed and the more commodity turnover times. Accelerating the construction of enterprise supply chain can reduce the cost and make products reach the market at the fastest speed to serve users. Small and medium-sized enterprises are characterized by small scale, small boats and easy to turn around, and their resource integration speed changes rapidly.
2. Improve the level of technology and service innovation.
Modern logistics emphasizes the positioning and perfection of logistics service function and has the ability of continuous innovation. In addition to the traditional services such as warehousing, transportation, packaging, distribution and processing, the logistics services of small and medium-sized logistics enterprises should be extended to the fields of market research and forecasting, procurement and order processing; It extends downward to value-added services such as distribution, logistics consultation, logistics scheme selection and planning, inventory control strategy suggestion, payment recovery and settlement, education and training.
3. Use the concept of supply chain management to deal with the relationship with customers.
We should make full use of the concept of supply chain to serve downstream and end users. At the same time, it is also necessary to strengthen contact with various logistics intermediary organizations. At present, China also draws lessons from the development model of western developed countries to promote the development of small and medium-sized logistics enterprises and cultivate a relatively mature and perfect intermediary service system, and vigorously develops logistics intermediary organizations. All kinds of logistics intermediary organizations can generally provide a variety of services according to the needs of enterprises; It will also provide various forms of training for member enterprises from senior managers to ordinary employees; In order to make members know the relevant information and work trends faster, extensive use of computers can keep abreast of the latest information and make good plans for enterprises.
4. Establish modern logistics means as soon as possible.
Modern logistics uses advanced technology, equipment and management to provide services for sales. The larger the scale and scope of production, circulation and sales, the more modern the logistics technology, equipment and management. The application of computer information technology can greatly reduce the risks of inventory backlog, delayed delivery, untimely delivery and uncontrollable inventory and transportation in the logistics process, thus strengthening the coordination, cooperation and control of suppliers, logistics providers, wholesalers and retailers in organizing logistics. Therefore, small and medium-sized logistics enterprises should first strengthen their own information input and increase the construction of information hardware; Secondly, as far as possible, horizontally unite, open their respective logistics resources and form information sharing; Third, we should establish our own information processing mechanism to sort out the most valuable information at the fastest speed. Computer technology, communication technology, mechatronics technology and speech recognition technology are widely used. The most advanced logistics system in the world adopts GPS (Global Positioning System), satellite communication, radio frequency identification device (RF), robot and other technologies to realize automation, mechanization, paperless and intelligence. Small and medium-sized logistics enterprises should adopt these modern logistics means as soon as possible in order to add another yard to the competition of comprehensive competitiveness.
Small and medium-sized logistics enterprises should attach importance to the development and utilization of human capital and human resources.
The logistics industry in China is still in its infancy, and higher education and vocational education have not kept up. Most small and medium-sized logistics enterprises generally lack corresponding professional and technical personnel, especially high-quality and high-skilled personnel, such as excellent marketers, skilled loaders, high-quality distributors and property managers. Excellent marketers can constantly explore new markets; Skilled stevedores can make full use of space and reduce unnecessary waste; High-quality delivery personnel go out to deliver goods, and their high-quality service will bring repeat customers and better profits to the company; Similarly, experienced property managers can reasonably use bar codes and positioning codes to access goods quickly, accurately and without error, thus improving work efficiency.
Many senior logistics talents are not used by small and medium-sized logistics enterprises because of their high salaries. There is a big wage gap between experienced management technicians and ordinary employees in China. An ordinary employee earns 2000 yuan a month, and a senior logistics manager may earn 65438+ 10,000 yuan. Small and medium-sized logistics enterprises often lack understanding of this, and most senior talents enter large and medium-sized logistics enterprises. The competition in 2 1 century is precisely the competition of talents, and the loss of talents has increased the competition difficulty of small and medium-sized logistics enterprises.
(C) the development of third-party logistics
1. Environmental Analysis of the Third Party Logistics Market
(1) The logistics industry has developed rapidly.
According to Morgan Stanley's statistics, in 2004, 65,438+06% of China's products were handled by third-party logistics, and the raw industrial production materials handled by third-party logistics accounted for 20% of the total. In 2006, the total amount of social logistics in China reached 59.6 trillion yuan, a year-on-year increase of 24% at current prices, maintaining a rapid growth trend. Among them, the annual growth rate of the third-party logistics market remains above 20%, but the third-party logistics in China only accounts for 2% of the total logistics business, 8% in the United States and 10% in Europe. The above data shows that the third-party logistics market in China has great potential.
(2) Logistics demand is everywhere.
For example, Mengniu's "goods" phenomenon: Mengniu now has nearly 2,000 refrigerated transport vehicles for logistics services, each with refrigeration equipment, worth more than 200,000 yuan, which can add up to more than 4 billion yuan. In fact, these cars are not purchased by Mengniu, but are all integrated with social transportation resources. Mengniu has only one department in charge of transportation, only a few people and an environment of tens of square meters. Large-scale production enterprises like this have limited resources and cannot have competitive advantages in all business fields. In order to concentrate limited resources on core business and strengthen core competence, they are willing to outsource non-core business in the form of contracts or entrust it to external organizations in the form of strategic alliances. So as to win advantages for the core competitiveness of the supply chain and create opportunities for the development of third-party logistics.
Olympic logistics will bring opportunities. Wang Guofeng, president of Beijing Logistics Association, believes that "the total logistics demand related to the Olympic Games is about 43.3 billion yuan, which may be the Olympic Games with the greatest logistics demand". With the implementation of the western development strategy, the focus of transportation development has shifted to the western region. At present, 350,000 kilometers of roads and 654.38 million kilometers of railways have been planned in the western 12 provinces and regions, and the construction targets of important trunk lines and feeder civil airports will promote the rapid economic growth in the western region, increase the logistics volume, create new market opportunities for the holiday economy and exhibition economy, and thus drive the demand for third-party logistics services to increase.
(3) The logistics market environment has gradually improved.
In 2004, nine ministries and commissions jointly issued a document, which introduced various policies from the aspects of improving the tax management of logistics enterprises, simplifying customs clearance procedures, broadening financing channels and reducing the burden on enterprises. At the same time, major breakthroughs have been made in reducing tolls, canceling the examination and approval of international freight forwarders, enabling the new version of intermodal invoices, and promoting logistics standardization. This shows that the third-party logistics in China has great market potential to be tapped.
(4) China's small and medium-sized logistics enterprises have advantages in transforming to the third party.
The following table is a survey of third-party logistics in western countries.
From the results, the most common contents of European and American enterprises using third-party logistics services are warehousing, transportation and fleet. Among all logistics services, except warehousing services, transportation services account for the highest proportion, far exceeding other services. Small and medium-sized logistics enterprises in China used to be freight forwarding companies. Due to the limitation of its own scale and funds, it has been mainly engaged in cargo transportation organization and is very familiar with freight forwarders. Therefore, the transformation of automobile freight enterprises to third-party logistics enterprises has its unique advantages.
2. How to develop third-party logistics
(1) Third-party logistics enterprises should develop on a large scale. The third-party logistics market in China is 60-70 billion yuan, which is not only small in scale, but also highly dispersed. In 10000- 15000 third-party logistics enterprises, none of them can account for more than 2% of the market share, which can't meet customers' demand for integrated logistics services. Therefore, China's logistics enterprises should gradually form a few large-scale third-party logistics enterprises with mature business models, core capabilities and service products, which are in a leading position in a specific logistics market through reorganization and merger. [9]
(2) Make full use of existing resources and provide third-party services. middle-size and small-size
In the early stage of transformation, due to the limitation of strength, logistics enterprises must make full use of their existing resources and existing markets, promote third-party services to familiar customers, and open up markets. On the basis of ensuring the loyalty of the original customers, develop and strive for new customers.
(3) Logistics services are based on large enterprises and tailored to specific needs. Focus on existing customers and design professional and personalized services. Change passive service into active service to improve customer satisfaction. They should reach a * * understanding on providing customers with the most satisfactory service, and establish the idea of * * * winning with customers instead of zero-sum game.
Under certain resource conditions, even without using external resources, logistics enterprises can optimize the user structure, concentrate resources to serve major and important users, and even serve a single customer, thus forming a large-scale operation. For example, Guangzhou Baogong Logistics is an excellent company in the field of third-party logistics. 1993 after entering China, Procter & Gamble handed over its logistics business in China market to Baogong Logistics' cargo transfer station. With the joining of the world's largest consumer goods manufacturer, Baogong's logistics service has rapidly reached the international high level.
3. Strive for cooperative learning opportunities with logistics giants.
The opening process of China's logistics industry is gradual, and local third-party logistics service providers in China can improve their logistics service level and win more domestic and foreign customers in these precious and limited time. Secondly, although these foreign third-party logistics service providers have been engaged in logistics services for a long time, they have very rich industry knowledge and operational experience, advanced theories and perfect facilities. These companies have huge assets and perfect overseas networks, but they lack network resources and transportation assets in China. To build your own network, you need a lot of investment and take some risks. Therefore, most of them run their business through cooperation with mainland logistics enterprises, which will not increase the cost of providing logistics services in China, and provide opportunities for logistics enterprises in China to learn their advanced concepts and management methods. China's logistics development should stand on the shoulders of the world's logistics development, strengthen foreign cooperation and exchanges, make full use of the advantages of foreign capital, and "learn from foreigners to control foreigners". When it develops to a certain scale, it will participate in international competition and accelerate the internationalization of logistics. Like Haier's internationalization strategy, fully integrate domestic logistics resources, accelerate the internationalization process of logistics development, and then enter the international logistics market.