XX厂物流发展战略探讨.doc

目 录绪论.11、选题的目的和意义.12、本文的研究内容、思路和方法.1第一章 川维厂物流发展战略定位.31、川维厂储运系统简介.32、川维厂储运系统目前存在的问题.63、川维厂物流发展的机遇与挑战.94、川维厂物流发展战略定位.15第二章 物流信息化与物流流程重组.171、物流流程重组原理及分析.172、物流信息系统的完善.203、物流流程重组.253.1组织一体化改造.253.2物流运作.28第三章 川维厂物流竞争策略、服务理念.301、川维厂物流竞争策略.301.1物流市场结构.301.2竞争策略.321.3川维厂物流改革绩效.402、川维厂物流服务理念.472.1以“客户为中心”的物流精神.472.2以“降低客户经营成本”为根本的服务目标482.3以“伙伴式、双赢策略”为准则的物流模式.482.4以“服务社会，服务国家”为价值取向的物流宗旨.48第四章 川维厂物流发展方向.491、第三方物流是川维厂物流发展的选择.491.1发展第三方物流的条件.491.2川维厂储运公司的历史和现状表明它具有实施第三方物流的条件.50 1.3第三方物流业务的开展522、第四方物流川维厂物流发展方向522.1第四方物流的特点.522.2开展第四方物流的条件.532.3第四方物流是川维厂物流发展方向543、川维厂物流网络化经营.553.1石化储运企业现状分析.553.2石化储运企业网络化经营的基础.573.3物流信息网络化.593.4物流组织网络化.65第五章 结论.71致谢.73参考文献.74摘 要川维厂是中国石油化工集团公司下属的一家以天然气为主要原料的大型石化企业，其主要产品有甲醇、聚乙烯醇、醋酸、VAE等。其产品、原料的储转运主要由自己的物流储运系统完成，与物流运作有关的二级单位主要有四个：运输公司、销售公司、物装公司、中转站。运输公司的主要职能是负责全厂的公路、水路（汽车、槽船）货物运输，销售公司主要负责产品的储存及产品发运计划的制定，中转站主要负责产品、原料的铁路储转运，物装公司负责原料的储存、发放。由于历史的原因，川维厂储运系统涉及到四家主要的二级单位，相互职能交叉，资源分散，形成多头管理，信息不畅，影响了产品销售和原材料的采购，加大了库存成本，整个物流成本居高不下，直接制约了川维厂的经营发展，影响了川维厂的整体利益。国家鼓励发展物流产业，信息网络技术的采用为物流的发展提供了技术保障，中国加入WTO及庞大的国内物流市场为物流业的发展提供了机遇，目前国内物流发展处于非常好的时机。重庆经济的高速发展和独特的地理位置为川维厂的物流发展提供了机遇，川维厂储运企业地域布局和周边环境优势为川维厂的物流发展提供了保障，川维厂物流发展的在位优势和稳定不断增长的物流业务为川维厂物流的开展奠定了良好的基础。当然川维厂的物流发展也存在挑战：我国物流企业面临着整合和重组的挑战；川维厂自办物流方式受到极大的挑战；川维厂总体布局没有进行物流的规划设计，企业现有的物流分离，导致整体优化成为不可能；物流信息网络落后，企业物流与社会物流的物理衔接不合理；物流基础设施不完善、技术装备落后,同时川维厂物流组织结构（体制）不适应物流发展的需要川维厂物流系统各单位长期从事石化产品的储转运工作，对于化学危险品的储存、运输有丰富的经验。储运化学危险品的设施较齐全，各种安全措施、管理制度完善，有一批精通业务的管理人才，为现代化专业化工物流的开展创造了条件。特别是1998年开始川维厂储运系统为扬子江乙酰化工有限公司提供第三方物流服务以来，物流管理水平有较大的提高，积累了一定的第三方物流运作的经验。根据川维厂物流发展的机遇与挑战分析及其目前所开展的工作，川维厂物流应定位于创建大型现代化专业化工物流公司上。立足于川维，服务好川维，面向社会，积极利用为扬子江乙酰化工有限公司提供物流服务的良好信誉开展对外储运业务，利用重庆市兴建化工园区的大好机会提供第三方物流服务。企业业绩表现与流程对客户重要性矩阵图是选择BPR切入点的一个简单而由非常实用的工具。川维厂储运公司通过对18家客户的市场调查,发现属于客户重视，企业表现差的流程：物流分段运作、物流信息化程度低、服务管理水平低。根据一项流程的重要性和对该流程进行再造所需花费的资源多少，来确定是否将其作为流程再造的对象。根据调查、分析，我们将改变物流分段运作，进行物流组织一体化改造作为物流流程再造的第一类，优先进行；将物流信息系统的完善，提高物流信息传递效率作为第二类，有计划地把这类流程作为增加顾客满意度的有效手段来实施。用户、供应商及销售公司、物装公司与各生产单位、储运单位的联系都是通过电话沟通，并通过提交计划、领料单、发货单等来完成各项作业，存在效率低下、库存高、信息不能共享、信息不及时、准确等缺陷。为此必须进行物流信息系统改造，根据“可得性（availability）精确性（accuracy）：及时性（timeliness）灵活性(flexibility) 适当形式化（appropriate format）”等原理进行物流信息系统设计。完成物流信息化改造后，川维厂物流所涉及的资源紧密地结合起来，提高了资源利用率；通过整合使业务各环节资源的利用效率得到提高；市场预测和计划准确性的提高，使库存降低；各个部门之间关系更加密切，流程更畅通，运作效率更高。实时、动态的信息为分析提供基础、为领导决策提供依据。进行物流集中管理，首先要进行物流组织一体化改造。组织一体化实际上就是将企业原来分散的物流模式统一化和集成化，组建一体化的物流系统。2002年11月川维厂以中转站、运输公司为物流改革的主体单位组建储运公司，将原销售公司、物装公司的仓库及各二级单位的仓库全部划归储运公司，按照组建现代物流企业的构想对物流组织进行整体改制，通过对“人力、运力、仓储”资源的整合与重组，完成大型物流企业机构框架的整体构建。对原有物流组织进行改造，其主要目的是减少管理运行结构层次，缩短物流服务与市场距离，提高对市场变化的反应能力。川维厂完成储运公司的组织一体化改造和物流信息系统的完善，为新的业务流程重组打下了坚实的基础。新的业务流程明确储运公司与销售公司、物装公司是一种契约关系，储运公司与客户不存在费用结算关系，蓬布、车辆租赁等其它费用全部计入产品价格内，实行“一票到家”“一费管全费”，缩短营销流程，消除不必要的环节，为客户提供最为便捷的“门到门”的集成式服务。本文运用市场结构理论、波特五种力量模型理论，对国内物流市场和石化物流市场的竞争进行了分析和研究，得出了国内物流市场和石化物流市场的特点。本文指出，从物流行业特点研究来看，我国目前石化物流市场较接近于完全垄断竞争市场，而国内的物流行业较接近于完全竞争市场，其发展趋势是进一步向典型的寡头垄断市场靠近；从波特五种力量模型理论看，物流行业的竞争者和进入者威胁程度高，供应商和使用者威胁程度中等，替代行业威胁程度低，而整个行业的威胁程度中偏高，全行业的绩效低于正常水平。提出川维厂的物流发展策略：立足川维、服务川维，面向社会，积极、稳步开展第三方物流；提高物流服务水平，开展厂内物流配送；对现有库房进行整体规划，成立物流配送中心；与国外著名物流企业合作。川维厂实行物流体制改革，组建储运公司，完善物流信息系统，川维厂储运公司取得了良好的效益，同时川维厂大大降低了物流成本。川维厂物流服务理念川维厂储运企业经营思想、企业文化、理想追求等多种因素的高度概括，是储运企业全体员工的共同价值观。在储运企业的“二次创业”的历程中，其经营理念：我们今天和未来所做的一切都是以降低客户的经营成本为目标，为客户提供安全、迅速、准确、节省、方便、满意的全方位物流服务。第三方物流、第四方物流是川维厂物流发展的选择。川维厂储运公司的历史和现状表明它具有开展第三方物流的有利条件。分析石化储运企业现状分析，整个石化储运企业应通过形成战略联盟,进行网络化经营,利用现代信息技术手段,整合现有的资源,形成物流企业联盟。最后介绍了物流企业联盟的运作方式及其信息平台的搭建。关键词：物流、市场分析、发展策略AbstractSINOPEC Sichuan Vinylon Works (hereinafter referred to as SVW) is a large petrochemical enterprise with natural gas as its major raw material under the jurisdiction of China Petro-chemical Corporation (SINOPEC). Its main products include methanol, polyvinyl alcohol, acetic acid and VAE etc. The storage and transit of the products and raw materials is mainly accomplished by its own logistics storage & transit system. The second-level departments related to logistics operation mainly include: the Transport Company, the Sales Company, the Procurement Company and the Transit Station. The main function of the Transport Company is responsible for transportation of all the goods in SVW by land and water(by truck & cargo ship); the Sales Company is mainly responsible for product storage and working out product dispatch plan; the Transit Station is mainly responsible for the storage and transit of the product and raw material on railway transport; the Procurement Company is mainly responsible for the storage and dispatch of raw materials.For some historical reasons, the storage and transit system of SVW involved four main second-level department, their functions overlapped, resources dispersed, which formed multi-head management, and the information exchange is not smooth. All this interfered with the sales of product and the purchase of the raw materials, increased the cost of storage, and made the logistics cost keep high. This directly restricted the management and development of SVW and interfered in the integral benefit of SVW.The state encouraged to develop logistics industry, the utilization of information net techniques ensures the development of logistics on technique, China having entered into WTO and the large inland logistics market, offer an opportunity for the logistics industry developing. In a word, the inland logistics development is just in a very good period at present. The high speed development of Chongqing economy and unique geographical position offer a developing opportunity to SVW logistics, the region layout of the storage & transit enterprise and environment superiority ensured the development of SVW logistics, the reign superiority of SVW logistics development and the logistics business continued to increase stably lay a good foundation for the developing of the third party logistics. Of course, there are still challenges on the development of SVW logistics: Our national logistics industry is faced with the challenge about consolidation and restructuring; SVW own running logistics style is faced with great challenge; SVW made no logistics program and design on overall layout; the separation of the current logistics made the integral optimization impossible; Backward in logistics information net, physical joint between the social logistics and enterprise one is irrational, the logistics infrastructure is imperfect, the technological equipment is backward and also the logistics organization structure of SVW is not appropriate to the requirement of logistics development.Each department in SVW logistics system had rich experience of the storage and transport for chemical dangerous goods by carrying out storage and transport of petrochemical goods for long-term. The storage and transport equipment for chemical dangerous goods is fairly complete, all kinds of safety measures and management regulations are perfect, to have a batch of qualified managers who are proficient in professional work, all those created conditions for developing sophisticated professional chemical logistics. Especially, from 1998, the storage and transport system of SVW started to provide logistics service for the third party, YARACO, the logistics management level is improved quite high, and accumulated certain experience of operating the third party logistics. According to analyzing the opportunity and challenge of SVW developing logistics and the work carried out at present, SVW logistics should be oriented to building a large, sophisticated and professional logistics company. Basing upon SVW, providing good service for SVW, Being geared to the needs of society, making use of the good reputation on good service for YARACO actively to carry out the external logistics trade, making use of the good opportunity of Chongqing municipality building chemical park, to provide the third partys logistics service.It is the matrix chart of enterprise achievement appearance and the importance of the process to customer, which is a very simple and useful means to choose BPR point of contact. SVW Storage and Transit Company launched market investigation into 18 customers, it is found that the following is the process that the customers attached importance to but the enterprise showed worse:Logistics is in sectional operation, low logistics information level, low service management level.The importance of a process and how many resources needed for recreating the process, determines if the process is to be recreated or not. According to investigation and analysis, we will change the logistics sectional operation, to regard the logistics organization integralization reformation as the first type of logistics process recreation, to be given priority; to take perfecting the logistics information system and increasing the transit efficiency of logistics information for the second type, to carry out this kind of process in a planned way and take it as effective means to increase the customers satisfaction.The links between the customer, the supplier, the Sales Company, the Procurement Company and the production unit, the transit unit is through telephone to communicate with each other, and to complete all kinds of work by submitting plan, material-taking list, dispatch list etc. There are many defects, such as low efficiency, large storage, information can not share and is not timely and accurate etc. So the transformation to logistics information system must be done. According to the principle of “availability”, “accuracy”, “timeliness”, “flexibility” and “appropriate format”, to design the logistics information system. After the logistics transformation, the resources related to SVW logistics will be combined tightly, and the utilization ratio of resources will be increased. Through rectification and combination, to increase the utilization ratio of the resources in each trade section. The increase of accuracy on the marketing forecast and plan reduced the storage. The relations between each department are closer, the process is more smooth, and the efficiency of operation becomes higher. Timely and dynamic-state information provide basis for the decision made by leader, and provide foundation for analyzing.If someone want to carry out logistics centralized management, first of all, the integrality transformation to the logistics organization must be done. In fact, organization integrality is just to integrate the original disperse logistics style, then to establish integrative logistics system. In Nov, 2002, SVW established the Storage and Transit Company with the Transit Station and the Transportation Company as the main unit, and assigned all the warehouses which belonged to the Sales Company, the Procurement Company and other second-level departments to the Storage and Transit Company. With regard to the conception of establishing modern logistic enterprise, to make system reformation to the whole logistics organization. Through integrating and reforming the resources of “manpower, transport capacity and storage” to complete the integral establishment of the organization structure for the large enterprise. The main purpose of reforming the original logistics organization is to reduce the management layers in the course of operation, to shorten the distance between logistics service and market, so to improve the reaction capacity on market change.It is the completion of the organization integrality in the Storage and Transit Company and the perfection for the logistics information system that did a firm spade work for the reformation of new trade process. The new trade process indicated that the relation between the Storage & Transit Company and the Sales Company, the Procurement Company is a kind of contractual relation. The Storage & Transit Company will not settle accounts with customer. All the cost including for tarpaulin buying, cargo renting etc will be calculated in product price. To practice “one bill to the end”, “one payment includes all costs”, shorten the business process, remove the links unnecessary, so to provide the customer with the most convenient “door to door” integrated service.This article utilized the market structure theory and Botels five-strength model theory to analyze and study the competition between the inland logistics market and the petro-chemical one, and get the characters of the inland logistics market and the petro-chemical logistics market. This article pointed out: From the study of the character of logistics trades, the developing trend in the current petro-chemical logistics market of China is relatively close to full-monopoly market; but the inland logistics trades is fairly close to full-competition market, its developing trend is further close to typical oligarch monopoly market. According to the Botels five-strength model theory, the threat from the competitor and the entrance party is in high degree in logistics trades, the threat from the supplier and the end user is in middle degree, and the threat from substitute trades is in low degree, but the threat degree in the whole trade is middle on high side, the achievement of the whole trade is lower than the normal level. Putting forward the logistics developing tactics for SVW: Basing upon SVW, serving SVW, being geared to the needs of society, developing the third party logistics actively and stably; Improving the logistics service, carrying out internal logistics dispatch and delivery; Making an integral program to the existing warehouse, establishing logistics dispatch center; Cooperating with the foreign outstanding logistics enterprise.SVW Storage & Transit Company gained good benefit and SVW also reduced the logistics cost greatly by reforming logistics structure, building the Storage and Transit Company and perfecting logistics information system.The conception of SVW logistics service is highly summarized by the factors including the management idea of the SVW Storage & Transit Company, enterprise culture, ideal and pursuit etc, and it is the common viewpoint of value of the whole staffs in the Storage & Transit Company. In the course of “the secondary starting a undertaking of the Storage & Transit Enterprise”, its management conception is: What we do today and in future is to take reducing customers management cost as purpose, to provide customer with safe, prompt, accurate, economical, convenient, satisfactory and omni-bearing logistics service.The style of the third party logistics and the fourth party logistics are the selection of logistics development for SVW. The history and current situation of SVW Storage & Transit Company indicated that it had the favorable conditions to practice the third party logistics. Analyzing the current conditions of the petro-chemical enterprise, the logistics enterprise union is formed by the whole petro-chemical logistics enterprise through forming strategic union, carrying out net management, utilizing modern information techniques, integrating the current resources. Finally to have introduced strategic union operation measures of logistics enterprise and the establishment of information platform. Key words: Logistics, Market analysis, Developing tactics绪 论1、选题的目的和意义我以前工作所在的四川维尼纶厂（以下简称川维厂）中转站是一家由四川维尼纶厂投资的储运企业，它负责川维厂原料、产品的铁路槽车、船舶装、卸，年吞吐能力达到50万吨。随着中国加入WTO和物流行业竞争的进一步加大，中国石化集团公司加大“主”“辅”分流的力度，川维厂储运企业乃至整个石化储运企业都面临着严峻的考验，许多业内人士都在审视和评估目前国内物流市场，思考应该采取的措施。作为川维厂中转站的副站长，经过十多年的实践，尤其通过MBA课程的学习，对物流市场有了一定的认识和了解，并形成了一些粗浅的看法和见解。我相信，运用有关经济学原理和思想来分析物流实际中的具体问题的过程本身就是对自己知识和能力的检验和提高，分析得出的判断和结论应更加理性和更具有决策参考价值，同时，对关注国内物流市场的广大人士也应有一定的参考意义。2、本文的研究内容、思路和方法本文从介绍川维厂物流企业的现状、存在的威胁及挑战入手，简要介绍了物流业务流程重组，物流信息系统的完善；物流组织一体化改造，通过重组改造大大提高物流企业的运作效率；存货大幅度降低，物流成本显著降低。同时指出了物流改革的方向，对内应服务好川维，开展厂内物流配送；对外服务应将重点放在服务地方经济发展上，开展第三方物流服务；并在时机成熟时与国外著名物流企业合资。本文运用市场结构理论、波特五种力量模型理论，对国内物流市场和石化物流市场的整体情况进行了分析和研究，得出了石化物流市场和国内物流市场的特点。本文指出，从物流行业特点研究来看，我国目前的石化物流行业较接近于完全垄断市场，而国内物流市场较接近于垄断市场，其发展趋势是进一步向典型的寡头垄断市场靠近；从波特五种力量模型理论看，物流行业的竞争者和进入者威胁程度高，供应商和使用者威胁程度较低，替代行业威胁程度低，而整个行业的威胁程度中偏高。本文指出了川维储运企业将来的发展方向，对外开展第三方物流服务目前是一个较佳时机，也是储运公司发展的必然选择；整个石化储运企业通过形成战略联盟，进行网络化经营，利用现代信息技术手段，整合现有的资源，形成物流企业联盟。本文最后介绍了物流企业联盟的运作方式及的信息平台搭建。第一章 川维厂物流发展战略定位1、川维厂储运系统简介川维厂是中国石油化工集团公司下属的一家以天然气为主要原料的大型石化企业，其主要产品有甲醇、聚乙烯醇、醋酸、VAE等。该厂位于重庆市长寿区朱家镇，紧邻长江、“渝长”高速公路及“川汉”公路，水路、陆路交通方便；但由于目前暂不通铁路，全厂通过铁路转运的原料、产品必须通过中转站（位于重庆市九龙坡区西彭镇，距川维厂陆路距离为130公里、水路距离为136公里）转运。其物流运作框架图如下：川维厂中转站全国各地汽车运铁路发运槽船运汽车、槽船运（原料）图21川维厂物流运作框架示意图现与物流运作有关的二级单位主要有四个：运输公司、销售公司、物装公司、中转站。1.1运输公司运输公司是川维厂物流运作系统中人员最多的一个单位，现有职工423人，其组织结构图如下：运输公司货车队客车队船队调运科办公室财务科图22川维厂运输公司组织结构示意图运输公司的主要职能是负责全厂的公路、水路（汽车、槽船）货物运输。其中公路运输由货车队、客车队管理，水路运输由船队管理，调运科负责与销售公司、物装公司、中转站的联系、协调。公路运输有载重5吨货车30辆，槽罐车10辆，主要负责固体、液体产品到中转站及各客户的转运、配送；12台客车负责厂内职工上、下班的接送。水路运输现有拖轮7艘，4569千瓦；散化驳18艘，7800载重吨；干货驳4艘，1150载重吨；负责固体、液体产品到中转站及长江下游沿线口岸的运输。1.2销售公司销售公司主要负责产品的储存及产品发运计划的制定。其组织结构(与物流运作有关的部门)图如下：销售公司液体库仓储科调运科.图23川维厂销售公司组织结构示意图液体库主要负责液体产品的储转运,有甲醇、甲醛、醋酸乙酯、醋酸丁酯等产品储罐18000 m3。仓储科负责全厂固体产品的储转运，有PVA、乳白胶、VAE、短纤等产品库22432m2。调运科主要负责与运输公司、物装公司、中转站的联系、协调。1.3中转站中转站有铁路专用线6.3公里，主要负责产品、原料的铁路转运，其组织结构图如下：中转站调度科机动车间财务科储