In order to meet the needs of the changing market environment, under the scientific and reasonable institutional arrangement, with the help of modern science and technology, especially computer network technology, with the cultivation of the core competitiveness of enterprises as the main goal, the limited logistics resources of enterprises and the scattered logistics resources of the society are seamlessly linked a dynamic management and operation system。
The first is the continuous upgrading of customer needs, customer personalization, differentiation, and specialization，Forced logistics
Logistics resource planningCorporate participation the procurement, production, transportation and other activities to the customer, it has become an inseparable part of the customer's supply chain。
The second is the increasing number of operational risks. Time and quality and the requirements of reducing logistics costs have prompted logistics enterprises to pursue high-quality services while continuously reducing operating costs, and the dual pressure has increased the operational risk coefficient of logistics enterprises。
Third, market competition is intensifying, with the large-scale entry of foreign capital, market competition is no longer partial, but overall and comprehensive。
Then there's the constant evolution of marketing. The change of sales mode has led to corresponding changes in logistics methods, requiring logistics services to be faster, more cost-effective, and provide more value-added services。
Finally, information technology continues to advance. Information technology is the development of logistics enterprises
Network
The most important condition for improving logistics efficiency is to build a modern logistics network system, including logistics facility network, information network and business operation network. In the merger and integration of logistics enterprises, the operation network is often regarded as the most effective advantageous resource. Relevant information shows that TNCs worldwide control 50 per cent of world production, 60-70 per cent of trade volume and 90 per cent of OFDI. In order to achieve competitive advantages and optimize the allocation of resources on a global scale, multinational companies require logistics providers to also provide networked and international services。
折叠 Economies of scale
On the one hand, logistics business needs to use special logistics equipment and fast information systems, which requires a high fixed capital investment and leads to a large proportion of fixed costs. Therefore, only with the expansion of the scale, the average cost of logistics will show a downward trend, with economies of scale, achieve the purpose of profitability, and ensure the survival of logistics enterprises。
On the other hand, the scope of logistics business is generally involved in the national and even international markets, requiring logistics enterprises to have a network system throughout the country to successfully complete the collection, storage, sorting, transportation and delivery of each business。
折叠 Multi-link activities
Traditional logistics enterprises are divided into water transportation enterprises, air transportation enterprises, storage and transportation enterprises and management-based logistics enterprises according to their business. In the entire logistics system, these enterprises basically only provide a single link of services, or are involved in fewer links. With the intensification of competition and the more detailed division of labor, a large number of manufacturing enterprises have devoted more resources to enhancing their own core businesses, and their logistics providers are required to provide effective integrated logistics services. The development of integrated logistics business requires the integration of various modes of transportation such as sea, land and air and the integration of various logistics functions, which requires logistics enterprises to enter multiple links and fields of the logistics system。
The disadvantages of most Chinese enterprises in the process of logistics resource integration can be summarized in the following aspects:
First, the scale of enterprise logistics is small and cannot achieve economies of scale. Second, the internal coordination of the enterprise is poor. The relevant functional departments of internal logistics of the enterprise are independent and disconnected from each other, the basic activities of supply, production and marketing cannot form a value chain of mutual cooperation, the coordination of the logistics system is poor, the logistics utilization capacity is low, and the overall optimization cannot be achieved. Third, the information system is backward. The internal information system of the enterprise is extremely imperfect, the data processing technology is backward, and the information transmission tools between enterprises are backward, and the relevant logistics information cannot be processed in a timely and accurate manner. Databases in different regions are separated from each other and cannot be fully and effectively integrated, making it impossible for enterprises to achieve flexible and agile logistics operations. Fourth, there is a lack of cooperation between upstream and downstream enterprises, and enterprises often start from their own short-term interest goals, provoke price competition from suppliers, lose the trust and cooperation foundation of suppliers, and ignore downstream customer service management, unable to achieve the long-term goal of maximizing the overall value of the supply chain where the enterprise is located. Fifth, the enterprise lacks dynamic adaptability, and the integration of enterprise logistics resources focuses on internal and external resources, resulting in the lack of dynamic adaptability due to the inability of the external environment of the enterprise to interact with each other. Sixth, the institutional arrangements of enterprises are unreasonable, and enterprises generally lack standardization and reasonable institutional arrangements。
Direction of development
Break through the scale bottleneck
In Western developed countries, the "big logistics" system dominated by third-party logistics is very developed, and the utilization rate of third-party logistics by enterprises exceeds 75%, while in China it is less than 30%. Third-party logistics business to use specialized logistics facilities, rapid response information system, generally requires a high fixed capital investment, fixed costs account for a large proportion of the total cost. For many small and medium-sized enterprises, expanding the scale and integrating competitors requires a large capital investment, which will bring them a lot of risks. The large investment of fixed costs can only show a downward trend with the expansion of scale, with economies of scale. From the perspective of market competition requirements, third-party logistics can only be profitable if it has a certain scale to ensure that the price is greater than its average cost. Therefore, a certain scale is a necessary condition for the survival of third-party logistics. Third-party logistics due to the large scale, high level of modernization, coupled with the improvement of the contract system, so it can effectively coordinate the logistics activities between production, circulation and consumption, through the contractual relationship with the enterprise, the use of information high-tech means, professional equipment, in order to the logistics activities, from the point to the surface of the organic series, quickly complete the logistics process。
Development of fourth-party logistics
At the end of the 20th century, some large manufacturers began to realize that further improvements in logistics performance required a more efficient approach to the entire supply chain, rather than just piecemeal efforts to optimize individual functions such as transportation, distribution, and warehousing. At the same time, software vendors such as Mangistics Descartes can already provide sophisticated software to manage supply chain information and optimize previously siloed functions such as production, customer relationship management, warehousing, transportation, etc. as a whole. In this context, supply chain innovators that provide supply chain management services, such as Accenture, Schneidr, Ryder, etc., are called fourth-party logistics service providers (4PLs).
By integrating and managing their own resources, capabilities and technologies supplemented by other service providers, fourth-party logistics service providers provide comprehensive supply chain solutions, far beyond the service areas of third-party logistics service providers, and provide customers with greater functional integration and broader operational autonomy. As the only interface with customers, fourth-party logistics services manage multiple service providers through team partners or alliances, and combine their own capabilities with the best logistics service providers to provide solutions, which is an effective way to integrate logistics resources。
Establish a strategic alliance in logistics
Through strategic alliances, logistics enterprises can achieve specific strategic goals such as resource sharing and opening up new markets, and can share agreed resources and capabilities. Through the strategic alliance, logistics enterprises can make use of the logistics service resources of partner enterprises in the case of large-scale capital investment in the future, increase the variety of logistics services, expand the ground coverage of logistics services, improve integrated logistics services for customers, and enhance market share and competitiveness. The same cultural background and interdependence, effective and active information communication, common business objectives and cohesion, complementary technical capabilities, and joint efforts of senior management of both sides in management are the key factors for the success of strategic alliances of logistics enterprises。
Effective integration of information resources
The key to the integration of information resources lies in the establishment of an information sharing mechanism across enterprise boundaries. In a multi-interest group, if there is no adequate information sharing, it is easy to have opportunistic behavior and it is difficult to cooperate successfully. The integration of information resources is inseparable from the support of IT systems, including network technology, communication technology and software and hardware technical support. Due to the guarantee of technical support, the collaboration of modern logistics can realize one-to-one, one-to-many, many-to-one, many-to-many and other multi-form collaboration methods between enterprises, functional groups, personnel and with customers, so as to better integrate their respective advantageous resources and jointly provide customers with excellent and fast logistics services。
The main business of Wanshang Logistics is as follows：
DHL FEDEX UPS TNTTier 1 Agent
International special line express
Cross-border e-commerce FBA first journey
International air and sea freight
Hong Kong, Macao and Taiwan special line
国Internal air freight
Domestic LTL vehicles
Pure battery cargo export express
Ink products export express
Liquid glue products are produced by express
Powder products export express
Export express for adult products
All kinds of sensitive goods export express