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物流改善方法论(The methodology of logistics improvement)
物流改善方法论(The methodology of logistics improvement)
With the development of science and technology and the strengthening of global economic integration, enterprises all over the world are facing unprecedented opportunities and challenges. As an advanced organization and management technology, modern logistics is widely regarded as another way to increase profits besides reducing material consumption and improving labor productivity.
Compared with developed countries, Chinese enterprises have wider space to reduce logistics expenditures and increase profits. According to statistics, in 2001 the United States logistics costs accounted for 9.5% of GDP (the United States issued a joint information service of Cass company and Prologis company of the 2001 annual national logistics report), and this number is 16.7% in Chinese (World Bank). Thus, Chinas enterprises only through the optimization of logistics, will be able to achieve substantial reduction in costs and increase profits opportunities.
How to find opportunities to improve logistics? How to design optimization plan? How to make full use of Chinas emerging logistics enterprise capabilities, enhance the core competitiveness of enterprises, improve logistics services and so on. In order to answer these questions, improve the success rate of logistics, enterprises need a set of systematic analysis of the present situation, found that the diagnosis method of opportunities, this methodology includes three stages: the stage of the work, assessment of transportation management; analysis and suggestions of stage two, stage three, business network; evaluation of outsourcing the advantage of.
Assessment of transportation management: the main work is the diagnosis and assessment of traditional transport functions in the main activities and processes, including the scope of analysis and evaluation of plant and plant material transportation, work arrangement, transportation route, return management and transportation equipment m
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