Wal-Mart, the world's retail giant, has also adopted the practice of logistics in different temperature zones. The difference is that Wal-Mart is a self-built distribution center, while the distribution of 7- 1 1 is entrusted to a third party logistics.
The concept of logistics was put forward by the US military after World War II, and the Third Party Logistics (TPL) was put forward by Europe and America in the late 1980s. The term "third-party service provider" was first mentioned in a customer service survey conducted by the US Logistics Management Committee from 65438 to 0988. At present, there are many explanations for third-party logistics. Some scholars think that the third party logistics is that the third party provides logistics services to the demander by using the resources of the supplier in part or in whole through contracts, while others call it contract logistics or contract logistics. Third-party logistics means that a third party other than the supplier and the demander provides logistics operation, logistics management, logistics consultation and planning for the demander by integrating the existing resources of the logistics provider, so as to achieve the purpose of reducing logistics costs and improving logistics operation efficiency. Third-party logistics is the product of the idea that enterprises focus on their core business and take out resources. The third party logistics is more professional, strategic and comprehensive, which is the essence of the third party logistics.
The third-party logistics has not been introduced to China for a long time, but it has attracted the attention of more and more enterprises with its unique advantages. With the improvement of China's market economic system and the increasingly fierce market competition, the price war between merchants has also intensified. In order to maintain high profits, how to reduce costs has become a top priority. Third-party logistics provides a complete set of logistics through contracts, which can reduce inventory and transportation costs and become the source of "third profit" of commodities. China's third-party logistics is still in its infancy, but it is developing rapidly and has great market potential.
The Development Model of Third Party Logistics in China
In the development process in recent years, China's third-party logistics mainly has the following four modes:
① Logistics service enterprises transformed from traditional transportation and warehousing enterprises.
② Emerging logistics companies.
③ Internal logistics company
④ Foreign logistics companies
Although the services provided by third-party logistics enterprises in China are far behind those provided by advanced countries such as Europe, America and Japan, according to the data, China industrial and commercial enterprises hope that logistics service providers will provide services for future enterprises: packaging and processing (16.4%), local distribution (3 1.8%), trunk transportation (32.7%) and transit transportation (50.0%). This shows that China's industrial and commercial enterprises have increased demand for third-party logistics companies to provide logistics value-added services, which is good news for third-party logistics companies. The above data show that although the traditional logistics service functions such as transportation and distribution still account for a large proportion, their demand ratio has declined, while the demand for information service functions has increased, ranking first. It can be seen that industrial and commercial enterprises put forward high requirements for the information services to be provided by future third-party logistics service companies, so third-party logistics companies should increase their own information system development efforts to meet the needs of logistics demanders, thus accelerating the development of third-party logistics.
Second, the development of third-party logistics enterprises in China
Third-party logistics enterprises in China, whether developed from the above model, have basically gone through the following processes or are going through the following processes:
1, improve customer service function
2. Service network construction
3. Improve company management.
4. Establish a management team
5. Informatization construction
In the first step of the development process, the third-party logistics enterprises have to face different customers and service demands put forward by different customers, forcing the third-party logistics enterprises to improve their customer service functions. Only by meeting customer service needs can we occupy a place in the fierce market competition.
In addition to simple warehousing, transportation, logistics information service and logistics scheme design, due to technical reasons, third-party logistics enterprises with these service capabilities have gained more customer trust and better market share while gaining excess profits.
While improving the customer service function, due to market competition and customer demand, third-party logistics enterprises are generally faced with the problem of service network construction, with more and more customers and more service locations. By establishing more service networks, third-party logistics enterprises can meet the needs of existing customers and gain more customers at the same time.
With the construction of service network, especially after the rapid development stage of third-party logistics enterprises in recent years, the management problems of third-party logistics enterprises are exposed. With the rapid development of enterprises and the rapid increase of institutions, coupled with the industry characteristics of third-party logistics enterprises, the company's business locations are scattered all over the country, and management problems have become a prominent contradiction in the development of third-party logistics enterprises. Because the third-party logistics is a new industry, professional human resources are scarce, and professionals who know management are even scarcer. In addition, many third-party logistics enterprises are developed by family management, lacking corresponding company planning and system construction, and management problems have become the main contradiction after rapid development. The construction of management team has become a top priority.
In the development of third-party logistics enterprises, information construction is often put last. When a large number of business data and financial data can't be processed timely and accurately, or the personal performance appraisal of branches and employees can't be realized, informatization is put on the agenda.
If informatization is realized before the rapid development of third-party logistics enterprises, it will save a lot of human resources and reduce many management problems. Because a good management information system itself integrates the business process management of an enterprise, it can prevent management problems brought about by the rapid development of business process standardization and business information enjoyment. At the same time, because the management information system can better realize the performance appraisal of employees and branches, it provides a strong management basis for human resource management.
Now many bosses of third-party logistics enterprises know that informatization (computer management) is an inevitable trend, but most managers think that the scale is not large now, and there is no need to spend money on informatization. In fact, the sooner the management information system is implemented, the better the development of the enterprise. Choosing a good management software will first standardize business process management and lay a solid foundation for the rapid development of enterprises. At the same time, the saved human resources can build a service network faster.
Third, the implementation of information technology and matters needing attention
Informatization construction is often beautified by many modern terms, even by myths, especially the failure of ERP (enterprise resource management) and MIS (management information system) in recent years, which makes enterprises at a loss. I think no matter what your name is, the key is a set of software that integrates management ideas. Software should solve the problems of data sharing and business process control in enterprises, and automatically generate relevant statistical information and financial data from business data to serve the management of enterprises. In the process of implementing informatization in logistics enterprises, we should pay attention to the following aspects:
Information security and network structure selection: Third-party logistics management software is different from other industry software. Due to the characteristics of the industry, the branches of third-party logistics enterprises are scattered, and the data security requirements are very high. Like the data of banks and securities, security must be the first in the choice of software systems and networks, especially in the era when all kinds of network viruses and hackers are rampant, business systems and the Internet must be safely isolated. Think about it, when the shock wave virus broke out, Microsoft's website would be closed for several days! Can the business management software of the third-party logistics enterprise stop working?
At present, many logistics enterprises develop their own logistics management software based on the Internet. In order to complete software development and daily operation and maintenance, they recruited different numbers of senior computer talents. In addition to software development, these personnel are mainly responsible for system security and system maintenance at the initial stage of development, which not only increases the operating expenses for enterprises, but also violates the purpose of third-party logistics enterprises to focus on core business and the development trend of highly specialized division of labor in modern society.
We suggest that the third-party logistics management software be divided into two parts: the business management system within the enterprise and the customer service system on the Internet; Physical isolation between intranet and Internet can not only prevent hacker attacks, but also avoid system paralysis caused by large-scale vicious network virus attacks. When there is a major network virus, the customer service system on the Internet (customers can place orders and inquire online) can be solved by other means. Avoid major problems in the internal business management system.
Selection of software and cooperative manufacturers: When choosing third-party logistics management software, don't choose management software evolved from financial software. Financial software belongs to post-event supervision, and a lot of data cannot be collected. At the same time, it is necessary to increase personnel to enter it afterwards, which will inevitably lead to mistakes; The application software, especially the process management software with management ideas, is to control things, complete data collection in the business process, make the data true and accurate, avoid artificial unreasonable business and reduce the number of people in the business process.
Excellent third-party logistics management software can conduct business statistical analysis and performance appraisal for branches and employees. For example, the business performance of marketing personnel can be obtained according to customer business analysis, and the workload of workers can be counted according to the cargo transportation data of each branch, so as to provide accurate management information for management and serve decision-making.
The investment in informatization of third-party logistics enterprises is not only the cost of software, but also the cost of hardware and operation. When choosing software, we should not only consider the cost of the software, but also consider it comprehensively. Generally speaking, the proportion of information software and hardware is between 1:3 and 1: 10, that is to say, regardless of the energy input of the personnel and companies implementing the information process, the hardware input is still large. Once the implementation fails, unlike hardware, software can't see the results immediately, especially for newly developed ones, it will take more than three months at the earliest. If the communication is not good, the system business requirements analysis will go wrong and the time will be out of control. Therefore, when choosing software, we must choose the software with practical application cases, especially the application cases of different scales and regions, to prove the reliability and practicability of the software. Facts have proved that cheap software often fails to fully consider the cost of training, implementation and after-sales service, that is to say, it fails to implement, because software manufacturers themselves do not have a complete management concept and do not fully consider the problems in project implementation, so the success of software implementation cannot be guaranteed. In 2002-2003, about 20 third-party logistics enterprises (mostly express delivery companies) in Heilongjiang bought management software, but most of them cost several thousand yuan, and most of them failed.
The third-party logistics enterprise is a new industry, and its business is also expanding. In a rapidly developing enterprise, its business is complex and changing rapidly. When choosing a logistics management software manufacturer, we must cooperate with enterprises with successful experience in implementing logistics management software, mainly with third-party logistics management software. Only such software vendors can have a large number of technicians who are proficient in logistics business and software development, and can ensure smooth communication in the process of cooperation and successfully complete the secondary development and implementation of software. Only in this way can we provide future software upgrade services.
Because the branches of third-party logistics enterprises are scattered, it is necessary to consider whether the service system of software suppliers can cover the area where the branches are located when selecting software suppliers, otherwise the after-sales service cannot be guaranteed to be perfect in time, which will bring unpredictable troubles to logistics enterprises.
When choosing a software vendor, we should also consider the vendor's information implementation ability. Different enterprises have different situations, including the original management concept, management level, staff quality, computer popularity and so on. Even good software has different problems to be solved when it is implemented in different enterprises. Only the strong implementation ability of software vendors can ensure the smooth implementation of informatization. Executive ability can be analyzed from the successful cases of software vendors. As long as it is a software company that has implemented the third-party logistics enterprise informatization in different regions and different scales, it can prove its implementation ability.
With the deepening of reform and opening up and the implementation of the reform plan of state-owned enterprises, the market has formed a complex and diverse circulation pattern. The rise of new formats, such as chain operation, e-commerce, logistics and distribution, has triggered profound changes in circulation organization and mode. "Modern logistics" is regarded as the third profit source, and traditional logistics enterprises are facing severe challenges. There is an urgent need for business process reengineering for important indicators such as cost, quality, service and speed. Its necessity lies in: the need of market competition, in which traditional logistics enterprises are already at a disadvantage; The need of economic integration, with the acceleration of economic integration, the scale of global trade will increase rapidly, which puts forward higher requirements for the efficiency of logistics activities and the rapid response ability of logistics; With the development of e-commerce, the appearance of e-commerce has changed the traditional marketing model and put forward new requirements for logistics process.
Implementation method of reengineering project
As we all know, enterprise process determines the way of enterprise activities, and enterprise process affects the company's operating performance. So, how do traditional logistics enterprises carry out process reengineering?
Traditional logistics enterprise process reengineering can be divided into three stages:
Analyze the original process. Understand the general situation, advantages and disadvantages of the original process, and find the breakthrough point of process reengineering. The most effective analysis method is to draw the original flow chart and understand the functions, advantages and disadvantages of each link in the process in detail. To analyze the existing process, we can list the problems in the existing process by brainstorming. Such as: input/output link errors, redundant steps and other local problems, find out the gap between the status quo and the ideal.
Combined with the current market demand, the technological process was designed. Define and analyze the concept of new process; Detailed design of new technology; Design human resource structure; Analysis and design of information system.
Implementation of new process. At this stage, we should first make clear the organizational structure of implementation, communicate with relevant departments and employees, and provide training. At the same time, make a plan, including how to do it. Who will do it? When will it be done? We should also do a good job in risk analysis, that is, the possibility of failure and countermeasures. Then, we need to get the approval of leaders in organizational structure, plan and resource allocation before we can really start implementation.
The key to the success of business process transformation lies in: the support of senior management; It is best to design by the representatives of relevant departments, rather than relying entirely on external forces, so as to ensure that the new process is easily accepted and implemented; Staff training is very important; Full participation of the company; There is cooperation between customers and suppliers; Correct use of information technology; Set posts according to process requirements; Make an implementation plan and choose the right time; Continuous improvement.
China Storage and Transportation Company is a successful case of BPR. With the strong support of the top management of the head office, a company transformation leading group was established, which cooperated closely, divided the work and cooperated, mobilized the whole company, and carried out business process reengineering drastically. Firstly, experts are hired to diagnose the enterprise, find out the crux of the problem, and refer to the successful operation mode of internationally renowned companies to determine that the business division management mode is feasible. The establishment of logistics centers in various provinces, shortening the management level, flattening the organization, continuing the warehousing and distribution business, and expanding the emerging banking pledge business have achieved gratifying results. Secondly, business process design is carried out. The head office directly monitors all grass-roots companies, systematically applies information technology and network technology, and establishes a "digital warehouse" ERP system to make efficient and efficient information transmission and logistics activities satisfy customers. Finally, the head office actively reformed and became a well-known listed company, transforming a traditional logistics enterprise on the verge of bankruptcy into a powerful new logistics enterprise, and its business income and profits increased year after year.
It should be pointed out that business process reengineering is not a simple application of computer in the process of realizing office automation. There is a big difference between the two, which should not be equated with the computerization of business operations.
Reengineering performance evaluation
It is very important to evaluate the performance of the reorganized business process as soon as possible. After the project was put into use, a number of economic benefit indicators appeared. The data of cost reduction, the index of logistics speed improvement, the improvement of service efficiency and the high satisfaction of customers can all be used as indicators to measure the success of the project. The remarkable growth and leap of performance is the symbol and feature of business process reengineering.
With the arrival of the new economic era, the intensification of market competition, the renewal of business philosophy, the government and society pay more and more attention to logistics, especially the development of the Internet, which has played a catalytic role in logistics to a certain extent and made the process reengineering of traditional logistics enterprises inevitable. Starting from this situation, traditional logistics enterprises should pay attention to their internal and external business processes and conduct comprehensive and in-depth reflection and redesign on practical factors such as process methods and links. , so as to speed up the processing speed, reduce the processing cost and enhance the flexibility of processing, so as to quickly respond to customer needs and enhance the market competitiveness of enterprises.
Although faced with difficulties such as operating mechanism, shortage of talents, lagging information network and institutional obstacles, China logistics enterprises still need to work hard in the cracks to meet the challenges of international logistics industry.
A painful transformation
Wang Shusheng, chairman of Daejeon Logistics, said in an interview that Daejeon Group is a private enterprise that has grown for more than 10 years, and is currently setting up a domestic express delivery network, focusing on the domestic express delivery market. He believes that it is difficult for domestic enterprises to provide comprehensive logistics services, so the logistics industry in China must segment the market according to the actual situation and conduct business with flexible management mechanism.
Ye, general manager of COSCO Logistics Co., Ltd. also believes that the transformation from traditional freight forwarding business to modern logistics enterprises must expand the market and business according to the differences of each enterprise.
In the interview, the reporter found that the concept of modern logistics has different understandings in enterprises, as Lu Yuping, president of Datong International Transportation Co., Ltd. said: "Opening up the market is a painful transition experience."
The serious imbalance between supply and demand of talents is also one of the important factors that plague the development of logistics in China. China Logistics Development Report in 2002 shows that there are about 650,000 logistics professionals in China at present. However, with the rapid development of the logistics industry in China, the demand for domestic logistics professionals is as high as 6 million.
At the same time, the demand for senior logistics management talents is also increasing. It is estimated that by 20 10, the country will need 200,300,000 senior logistics talents. Because the academic education, vocational training and post qualification training of logistics professionals in China have not been generally and effectively carried out, the current shortage of logistics talents has become a prominent problem that restricts the development of modern logistics.
Information network to be connected
Wang Xiaopei, general manager of Tianjin Branch of Datong International Transportation Company, told the reporter that the national information platform is still not perfect, and the domestic logistics environment and infrastructure are not satisfactory at present, and there are not many enterprises that really have the awareness or ability of "third party logistics" service.
Yu Shiping, general manager of Sinotrans Tianjin Branch, stood in the computer terminal control room of the branch, pointing to advanced instruments. Although relying on these advanced technologies, on the whole, the application of information technology in China's logistics enterprises is still insufficient, and it is necessary to use information technology to integrate logistics elements.
Xiao Gang, general manager of Daejeon Tianjin Branch, said that with the help of effective information technology, new enterprise logistics strategies such as just-in-time system, zero inventory, multi-variety and small batch, and * * * same distribution have emerged.
Wang Guoqin, general manager of COSCO Logistics Dalian Branch, thinks that the difference between logistics and traditional logistics is that the former applies high-speed information technology to the whole logistics process. He said that information technology has improved the level of traditional logistics industry, expanded the location of distribution center from manufacturing to retail, reduced warehousing links and formed a new circulation model.
However, the problem is that information industry and information technology have developed rapidly with their technical characteristics and extensive social needs, while capital flow, especially logistics, cannot adapt to the trend of added value growth in circulation links in supply chain due to obstacles in system and technical facilities.
Institutional obstacles to be eliminated
Guo Xizhe, the logistics development department of Sinotrans Tianjin Branch, provided such a detail: a truck with a quasi-load of 8 tons actually loaded 32 tons of goods during transportation. Guo Xizhe said that in the collection of road maintenance fees, an 8-ton truck in Tianjin is 340 yuan/ton per month, and Cangzhou in Hebei is 180 yuan. In order to reduce the cost, we must pressurize the car.
According to an insider, due to the disadvantages of the system, under the inertia of the planned economic system in the past, the interests of various industries and departments were divided, and all departments were unified from top to bottom, and all had their own logistics systems, logistics facilities and resources. It was difficult for all departments to form a logistics synergy for their own interests, let alone formulate a unified, coordinated and executable logistics development strategy. In addition, local protectionism has also artificially hindered the normal development of logistics.
Zhang Shiquan, deputy director of itei, estimates that the proportion of circulation cost in GDP in China is now above 25%, while that in developed countries such as the United States has dropped to around 10%.
Wang Guoqin believes that in logistics management, there is a big gap between the competitive advantage of multinational companies and the backward logistics management of China enterprises. Nowadays, the entry of more and more multinational logistics enterprises has become another opportunity for logistics enterprises to improve their management and development, which will be a huge challenge for those logistics enterprises that adhere to the principle of "full load without delivery".
According to industry analysis, transportation, warehousing and other logistics industries used to be regarded as strategic industries related to the lifeline of the national economy, but they were not completely open. Many enterprises monopolize business, have no competitors, have no concept of cost and benefit, and have not organized logistics activities according to customer needs, which leads to these enterprises being in a passive situation now.
Zhang Shiquan said that the biggest bottleneck of our current logistics development is the system. If this problem is not solved, the development of information technology and information industry will not last long, nor will it promote and transform other industries, especially the traditional logistics industry.
Informatization has become the bottleneck of development.
Modern logistics enterprises have three signs: chain operation, logistics distribution and logistics informatization. Taking Zhengzhou as an example, in contrast, Zhengzhou logistics enterprises are far from reaching the corresponding level. Zhengzhou logistics enterprises are generally small in scale and not competitive. According to statistics, in the first half of this year, there were only 1 1 enterprises with operating income exceeding one million yuan, accounting for only 4% of the total number of logistics enterprises. From the perspective of the radiation range of enterprises, 62% of the business areas of enterprises are in the province, so it is difficult to form a cross-regional competitive advantage, which has a lot to do with the lack of informatization. Only a few logistics enterprises in Zhengzhou have logistics information systems and distribution networks. Henan Yuxin Logistics independently developed network office, warehousing management, distribution management and other information systems, which can use gps satellite positioning system to achieve efficient control and deployment of vehicles. Perfect information system makes Yuxin Logistics enter the ranks of modern logistics enterprises.