物流管理英文论文

Modeselectionbasedonthelogisticsoftheenterprise'sownsituation蔺钰物流工程 2012009031Abstract:Themainresearchdirectionisdifferententerprisesaccordingtotheiranalysisoftheadvantagesanddisadvantagesofthedifferentlogisticsmodecanbeselectedwithgoodlogisticsform,inordertoachievethepurposeofmaximizingcorporateprofits.Bycontrast,respectivelyreferencedrealcasespecificanalysisoftwologisticsmode,andsummarizetheiradvantagesanddisadvantages.Keyword:selflogistics;outsourcedlogistics;hybridlogisticsmodeText1ThesignificanceofthisstudyBusinessactivities,animportantgoalforeachenterpriseintermsofbusinessisbasedontheminimuminvestmentformaximumbenefits.However,intoday'sconditions,thecostofproductionhasbeencompressedtoacertainextent,itisparticularlyimportantas“thethirdprofitlogisticscostcontrol”.Asanimportantpartofthelogisticsindustry,penetrateintoalltheirbusinessactivities,itsmodelisalsodifferent.Theonlychoicefordifferententerprises,thelogisticsmodelssuitedtotheirownconditions,inordertoachieveoptimalprofits.Atpresent,therearemainlytwo:self-logistics,outsourcinglogisticslogisticsmodel.Bothlogisticsmodelhasitsownadvantagesanddisadvantages,forbetteranalysistothecomparativestudyofthetwomodes.2Twomajorlogisticsmode2.1Self-LogisticsModeSelflogisticsmainlyreferstoindustrialenterprisesinthelogisticsbusiness,whileitsmainsourceofincomeisnotthelogistics.Selflogisticssystem,themosttypicalistheHaierGroup.HaierLogisticscharacteristicscanbesummedupas,withthestrengthofthelogisticsprofessionalcompany,selfbasedonoutsourcing,theoverallprocurementJIT(justintime,just-in-timeproductionmanagement),rawmaterialsanddistributionJIT.JITthesynchronizationprocessandfinishedgoodsdistribution.1999,Haierimplementedasalinktothe"marketchain"businessprocessreengineering,orderinformationflow,drivenbytheoperationofthelogistics,businessflow,capitalflowandlogisticsoperationmodeincreasingcauseforconcern.TermsofHaier,logisticsfirsttargetistogetthree"zero",thatis,zeroinventory,zerodistanceandzeroworkingcapital;Secondly,toenablethemtoobtainthecorecompetenciesinmarketcompetitiontowin.IfHaierlogisticsastoreducethecostofthemachine,theU.S.groupputthelogisticsasamoney-makingmachine.MideaGroupwasestablishedinJanuary2000thetheAndhralogisticscompany,spunoffthelogisticsbusiness.DivisionAndhralogisticscompanyasGroupisanindependent,third-partylogisticscompaniesotherbeautyproductsdivision,ontheonehandtoprovidethemostefficientlogisticsservicesforthebeautifulproduction,manufacturing,sales,aswellasaprofessionallogisticscompanyoutbusinessdevelopment.Ascanbeseenbytheabove-mentionedcases,enterprisesimportandstrongabilitytocontrolallaspectsofthelogisticssupplychain.Easyproductionandotherbusinesslinkscloselywithfullserviceintheoperationandmanagementoftheenterprise,toensurethatcompanieshaveaccesstolong-termandstableprofits.Forahighlycompetitiveindustry,isconducivetothecontrolofsupplyanddistributionchannels,reasonableplanningandmanagementprocesses,improvetheefficiencyoflogisticsoperations,reducecirculationcosts.Forlargersingleproductenterprises,importandlogisticscanmakelogisticsandcapitalflow,informationflow,businessflowwithmoreclosely,therebygreatlyTinanlogisticsoperationisthefarsidepriceworkefficiency.Canmaketherawmaterialsandsparepartsprocurement,distribution,andproductionsupportfromthestrategicintegration,toachievetheprocurementtime,increasethebatch.Reducebulk,inventory-control,toreducetheamountoffundsusedtoreducethecost,inordertoachievezeroinventory,upcloseandmilitaryworkingcapital.Importandlogisticsmodelwhilethesizeofthebusinesssituation,therearecertainrequirements:self-logisticsenterprisesincreasedburdenonbusinessinvestment,weakentheabilitytowithstandmarketrisks.Companiesinordertoself-logistics,wemustinvestalotofmoneyforstorageequipment,transportequipment,andhumancapital,whichwillinevitablyreducetheenterprisesofothermemberstobepartoftheinvestment,weakenthemarketcompetitivenessofenterprises.Inthiscase,theenterpriseselflogisticsisequivalenttoforcingcompaniestoengageinnotgoodatbusinessactivities,corporatemanagementoftentakestoomuchtime,energyandresourcestoengageinsupportingthework.Resultsfootauxiliaryonnoarrest,thebusinessofthekeypiecesofhaircannotbestucktothecentralroleofnaillimitedscale,thedegreeofspecializationoflogisticsisverylow,thecostishigher.OnlylikeHaier,Mideasuchalargescale,economicconditions,thestrengthofthecompanymanagementtocontrol;somesmallerbusinesses,tologisticsproportionofinvestmentistoolargeandleadtobusinesscannotfunctionproperly.Forsmallbusinesses.Wearalimitednumberofitsproduction,whitebusinesslogistics,nottheformationofscale.TheonehandleadtotheBureauoflogisticscostsoverproducts:thelowerthecompetitivenessofthemarketdie;another-aspects,duetothelimitedsize,thedegreeofspecializationoflogisticsisverylow,andcannotmeettheneedsoftheenterprise.2.2outsourcedlogisticsmoderesearchOutsourcinglogistics,productionorsalesenterprisestoconcentrateandenhancecorecompetitiveness,anditslogisticsbusinesstooperateinaprofessionallogisticscompany,isalong-termcontractcommissionedstrategicmutualpenetration,mutuallybeneficialbusinesscommissionedandcontractexecution.Thetrendofeconomicglobalization,thelogisticsoutsourcingasamaterialcirculationspeed,tosaveonstoragecostsandreducetheeffectivemeansoftransitfundingbacklogcanreallybringmorerevenuetothesupplyanddemandsides.ElectroluxLogisticscompletelyoutsourcedtoathird-partylogisticscompanies,third-partylogisticsproviderstoprovidethemwiththewholeoranypartofthesupplychainlogisticsservices,inordertoobtainacertainprofit.1995,ElectroluxElectroluxItalyRefrigeratorCo.,Ltd.jointventure,acleardivisionofresponsibilities,Electroluxisonlyresponsibleforproduction,whileItalianrefrigeratorplantsolelyresponsibleforthesalesandafter-salesserviceoftheproduct.Subsequently,ofElectroluxinturnlogisticsoutsourcingtoaprofessionallogisticscompany.ElectroluxLogisticsreferredtothePGLogisticsGroup,includingthethreelogisticscompanyresponsiblefor.Thislogisticsmodeldoesnottakeupalotoffixedassets,andmorefreedomtocoordinateproductionoperations,strengtheningtheflexiblemanagementoftheenterprise,sothatenterprisescanfocusonimprovingthecorecompetitiveness.Thismodelalsohasitsownshortcomings:thecompaniescannotdirectlycontrolthemasterlogisticsfunctions,andcannotguaranteethearrivalofgoodqualityandcustomerserviceinatimelymanner,giveathirdpartylogisticsthirdprofitsource,reducingtheirprofits.Inaddition,companiesalsoneedtobeartheriskofinefficientlogisticscompany,butwiththeconstantimprovementoftheservicesofthethirdpartylogisticsenterprises,moreandmorecompanieshavechosenthislogisticsmodel.China'slogisticsmarkethasconsiderabledevelopmentpotentialforthird-partylogisticswillbepromising.Comparedwithdevelopedcountries,theoveralllevelofChina'slogisticsindustryisstillinitsinfancy,theindustryisnothighlycompetitivelogisticsmarketinthestateistobedevelopedtoagreaterextent.NationalWarehousingAssociation2000surveydataanalysis,themajorityoftheChineselogisticsneedsarenotyetmarket-orientedproductionenterpriseprocurementlogistics,theuseofthird-partylogisticsbusinesslogisticsonly18%and5.9%respectively,eventheuseofthird-partylogisticscompanies,theactuallogisticsoutsourcingisonlyabout50%.Insummary,theenterprisesbothselectwhatkindoflogisticssystemanalysisshouldbecarriedoutaccordingtotheownscale,demand,economicandmanagementstrength,selectthemoresuitablefortheircurrentsituationandfuturedevelopmentofthelogistics.Logisticshasbecomeapowerfultoolforenterprisestoreducecosts,increaseprofits,ratherthanbecomeaheavyburdenforthedevelopmentofenterprises.3ConclusionDiversifiedintheconsumermarket,thepersonalizedneedsoftoday'srapidlychangingsocialneedsandtechnologyadvances,massproductionmanufacturingenterpriseshavebeenunabletomeetthedemandofthemarketdevelopment.Thedifferentiatedmarketingflexibleproductionhasbecomethefuturedevelopmenttrend,enterprisesmustadoptmorevariety,lessbulk,multiplebatchesof