第三方供应链集成服务对F化工厂物流成本的改进研究.pdfVIP

Abstract

Undertheglobalizationofchemicalindustry,smallsizedenterprisearefaced

withradicalchangeandchallenge:theyareinferioronlogisticmanagement

comparingtointernationalcorporate.Inordertoimproveitscompetitiveness,F

chemicalcompanyoutsourceditssupplychaintoZ,asupplychainintegrated(SCI)

company,sothattoimprovethesupplychainstructureandlowerthelogisticexpense.

ThisarticleaimstoinvestigateFcompany’simprovementonlogisticexpense

managementunderSCI,sothattoprovelogisticexpensemanagementinsupplychain

couldofferareferencetoenterpriselogisticmanagementandimprovement.

Theinvestigatingmethodcanbesummarizedasbelow:On-sitechecking,

forwardingagentvisiting,logisticrelateddepartmentsinterview,financialdata

checkingweretakentocollectlogisticexpenseofFcompanyin2019.Activitybased

costingmodelwasusedtointegratetheexpenseofmaterialdispatching,transferring,

warehousing,productionandprocessing,finishgoodstorage,finishgoodshipment.

Theseexpense,togetherwiththeFcompany’soriginalsupplychainmanagement,

wereanalyzedandleadtotheconclusionsofF’shigher-than-averagelogisticfee,

largeproportionofpurchasingcost,lackofmanagementonresourcefee,highlabour

cost.Thisinvestigationstudiedthelogisticprocessandroute,purchasing

management,humanresourcemanagementtodigouttherootcauseofFcompany’s

problem.

Tosummarize,Fcompanywasencounteredwithseveralissues:disorderedorder

managementresultedinhighdispatchingandshippingexpense,detouringroute

setting,unstableordermanagementandlatepaymentcausedlackofpowerin

negotiation,slowturnovercausedextraagentfeeandstoragecargodamage,lackof

enoughandexperiencedpersonnelinlogisticmanagement.Tosolvetheseproblems,

Zcompanyemphasizesonrawmaterialpurchasingandcarrierman