Case analysis question 1. Logistics cost management of Brooklyn Brewery 1. Basic situation: Brooklyn Brewery distributes Brooklyn Lager and Brown Pale Ale in the United States and has been operating for 3 years. Although it has not yet become a national famous brand in the United States, it has created a market of US$20 billion per year in the Japanese market. Resources Limited is an international subsidiary of Petroleum Corporation. Prior to the company's visit to the Brooklyn brewery, the brewery had no immediate plans to export its beer to Japan. Japanese consumers would love the beer and stated that Brooklyn Brewery was in full contact with the trading company to discuss marketing operations in Japan. The trading company recommended that Brooklyn Brewery ship the beer to Japan and advertise its imported beers as unique freshness. This is a sales strategy and a logistics operation, because no other brewery currently exports beer to Japan by air because of the high cost. 2. Logistics cost management 1. Brooklyn Brewery transportation cost control. Brooklyn Distillery shipped its first case of Brooklyn Lager to Japan in November 1987 and used various air carriers during the first few months. In the end, Japan's Emery Airlines was selected as the Brooklyn Brewery's sole air carrier. Emery was selected because of the value-added services it provides to Brooklyn Brewery. Emery delivers the beer at its terminal at J.F.K. International Airport and arranges transportation on board a commercial flight to Tokyo, where Emery handles customs clearance through its Japanese customs broker. These services help ensure that products meet full freshness requirements. 2. Brooklyn Brewery logistics time and price control. The reason why the beer can meet the freshness requirement is that such logistics operations can transport the beer directly from the brewery to the customer within one week after brewing, while the average order cycle for overseas shipment of beer is 40 days. Freshly brewed beer can exceed typical value pricing, being five times higher than the price of sea-shipped beer. While Brooklyn Lager is an average-priced beer in the United States, in Japan it is a premium product that earns extremely high margins. 3. Brooklyn Brewery packaging cost control. Brooklyn Brewery will change its packaging to reduce shipping costs by shipping its beer in kegs instead of bottles. Although the keg weighs the same as bottled beer, it reduces the chance of the glass breaking and damaging the beer. In addition, keg beer also requires less protective packaging, which will further reduce shipping costs. 3. The effectiveness of logistics cost management The high price of lager has not hindered the sales of beer in Japan. In 1988, its first year in Japan, Brooklyn Brewery achieved sales of half a million deaths. Sales increased to $1 million in 1989 and $1.3 million in 1990, with exports accounting for 10% of Brooklyn Brewery's total sales. 4. Case analysis 1. Main features: 1) Logistics cost management objectives are clear. This company aims to manage the total cost of selling beer to Japan, and has formed clear goals in terms of logistics costs. On the premise of ensuring the freshness of the beer, it can optimize the total logistics cost, thereby enhancing the competition of the company's products in the Japanese market. force. 2) Carry out classified control of logistics costs. For enterprises, logistics costs may be composed of multiple aspects of costs. To effectively reduce logistics costs, it is necessary to carefully analyze the composition of logistics costs and adopt different methods for different situations. The company decomposed the total logistics cost into transportation costs, time costs, packaging costs, etc., adopted control methods respectively, and achieved the expected goals. 3) Organically combine logistics cost management with corporate marketing and market expansion strategies, and establish and improve a standard system and control system for logistics cost management. 2. Two revelations: It reminds us in understanding that any enterprise can incorporate logistics cost management issues into the production and operation process of the enterprise for strategic thinking. Enterprise and market competitiveness include the re-confirmation and effective control of logistics costs. The method also tells us that logistics cost management needs clear goals, classified control methods, and examples from the supply chain system. At the same time, it should also be recognized that the management of logistics costs must be innovative and developed.
3. Questions to be discussed: 1) What is the essence of enterprise logistics cost management? 2) Logistics cost management has antinomian characteristics. How and how to use this characteristic when carrying out enterprise logistics management? 3) Enterprise logistics cost management can not only be controlled by classification, but also controlled by stages or links. How to organically combine various control methods to form a complete control system? 4) Please analyze the main components of logistics costs based on your own company and actual conditions. Thinking about whether logistics cost management examples can be integrated into the entire process of enterprise management? 5) How to innovate enterprise logistics cost management? 2. Enterprise Logistics Planning: An Embarrassing Situation in Operations In a street retail store, a tallyman from a beverage company came to deliver goods to the store. The following is a conversation between him and the owner of the retail store: Enterprise tallyman: "Boss Zhang, let me deliver the goods to you." The retail store owner said: "Why is your company's delivery so slow? The goods I ordered should have been delivered yesterday! But now you are here, you see, my customers are all Run away!" Enterprise tally clerk: "Sorry, there is something wrong with our company." Retail store owner: "Why are the goods you delivered different from my order?" Enterprise tally clerk: "Really? ?” Retail store owner: “This product is wrong. I asked for a 150 ml drink, and what you sent was 500 ml. This product is also wrong, I wanted 30 bottles, and you only got 20 bottles! What a mess! If you deliver like this, all your customers will be gone. The product is wrong! The time is wrong! I want to return it. I really can’t stand you and I won’t deal with you again!” Question: (1) What are the problems in the operation of the beverage company? (2) How do you think the problem should be solved? Like the beverage company in the above example, such loopholes in logistics work and rough logistics services will undoubtedly damage its reputation, which will in turn cause a sharp drop in turnover. In today's increasingly fierce market competition, it is difficult for companies that frequently suffer from the above problems to survive. In order to avoid these situations, the corporate logistics department should maintain appropriate inventory, carry out timely replenishment of goods, and formulate reasonable customer distribution plans. This will be the first step to improve business performance. As logistics staff who have the most direct contact with customers, they must be trained to serve customers with a good attitude, a friendly smile and a grateful heart. In addition, when problems arise in logistics services, the logistics department immediately takes countermeasures to solve them. In this way, the above-mentioned business situation will not occur. It can be seen from the above that logistics work has become a powerful weapon for enterprises to enhance their competitiveness. The business level of the logistics department is of great significance to improving the operation of the enterprise and ensuring the realization of profits. Promoting the efficiency and rationalization of logistics work has become an important strategy for the survival of enterprises. Case 3. China Storage and Transportation Corporation transforms from a traditional storage and transportation enterprise to a modern logistics enterprise. China Materials Storage and Transportation Corporation covers an area of ??13 million square meters, with a cargo yard of 4.5 million square meters and a warehouse of 2 million square meters. The total storage area ranks first among similar enterprises in the country. head. Compared with newly-built logistics companies, China Storage's cost is extremely low, it has the inherent advantages of large-volume transfer and multi-batch and small-batch distribution, and it has the conditions to transform the warehouse into a large logistics center. It facilitates the centralized management of logistics business of various enterprises, creates economies of scale and reduces costs. 1. China Chu’s traditional advantages. China Chu’s logistics centers have 129 dedicated railway lines with a total length of 144 kilometers. They can send goods to various railway stations across the country and store them in China Chu’s warehouses. No matter where the goods are shipped from, Whether purchasing goods at the place of consumption, customers can enjoy the economy, safety and convenience of direct warehousing through railway transportation. This is an important basis for forming the service characteristics of China Chuxing that combines national logistics and regional distribution. In the process of promoting the modern enterprise system, China Reserve established a parent-subsidiary system with assets as the link, straightened out the property rights relationship, and formed the framework of the group company. The 64 warehouses affiliated to China National Reserve are distributed in the centers and ports of major economic circles across the country, forming a huge and closely connected network covering the entire country. China Chu uses this network to not only provide logistics services such as warehousing and transportation, but also effectively integrates business flow resources and becomes an agent distributor for manufacturers of metal materials, paper products, fertilizers, etc. Logistics focuses on the Internet. Without the Internet, there would be no unified service standards, documents and settlement systems, and door-to-door service would not be truly possible. China Storage has a natural network, which is the basis for entering the market and establishing a modern logistics distribution center. 2. China Reserve’s value-added services (1) Instant release of spot transactions and market conditions. According to the needs of the regional economy, more than 20 warehouses of China Chuxing have become a commodity trading market with front stores and back warehouses.
Including markets for metal materials, automobiles, building materials, wood, plastics, mechanical and electrical products, paper products, agricultural and sideline products, vegetables and fruits, daily necessities, etc., and publishes real-time market conditions for major production means markets across the country on the China Reserve website. (2) Intermediate processing of logistics. All major metal material distribution centers of China Chuxing are equipped with shearing processing equipment. For example, Tianjin Baosteel Chuling Materials Distribution Co., Ltd. is a joint venture between Tianze, Shanghai Baosteel and Mitsubishi Corporation of Japan. The total investment is 130 million yuan. Japan has introduced internationally advanced steel transverse shearing and longitudinal shearing production lines with an annual processing capacity of 100,000 to 120,000 tons. (3) Whole process logistics organization. With 40 years of storage and transportation experience and a professional logistics management team, China Storage uses modern information technology to design economical and reasonable logistics solutions for users, integrating internal and external resources, including the integration of different transportation methods, warehousing resources and transportation resources. Integration, cross-regional resource integration, etc., and organizing full-process agency and door-to-door services to achieve the lowest total cost of the entire logistics process. (4) Various forms of delivery services. First, production and distribution. As a finished product distribution base for manufacturing enterprises, it provides distribution services for raw materials and finished products before, during, and after production to production lines and national markets. For example, CIMC's Tangjiakou warehouse in Tianjin and Xianyang warehouse in Shaanxi provide distribution services for surrounding color TV production plants. Second, sales and distribution. From the time the products leave the factory to being sold to the national market, Zhongchu plays the role of regional distribution center for manufacturing enterprises. Manufacturing companies transport products in large quantities to logistics centers in various locations of China Chu, and China Chu provides storage and distribution services to its many sales outlets. Products such as Haier, Aucma, Changhong, etc. have been sold to the national market through logistics centers in various places of China Chuxing. Third, chain store distribution. Provide sorting and distribution services for supermarkets and chain stores. For example, Shanghai Hunan Company provides on-call delivery services to Yichu Lotus Supermarket of Zhengda Group. Fourth, processing and distribution. Many of China Storage Logistics Centers provide users with one-stop services including trading, warehousing, processing, distribution and information services. 3. Use modern logistics technology to face the severe challenges brought by the new economy to traditional industries and the huge potential for the development of the logistics market. Traditional storage and transportation business will be relegated to a subordinate position. Emerging logistics with modern logistics organization management and internal information management Enterprises will become the backbone of the industry. The goal of China National Reserve is to give full play to the leading role of China National Reserve Co., Ltd., utilize both domestic and foreign resources as well as China National Reserve's internal resources, adopt acquisitions, mergers and other means to achieve a rational distribution across the country and build a number of logistics companies that meet the needs of modern logistics. Center, and then promote the overall transformation of China Storage Group into a modern logistics enterprise, integrate with international standards, and build China Storage Group into a modern logistics enterprise with first-class services. To this end, China Storage Corporation has accelerated the construction of system informatization and invested in the establishment of "China Storage Logistics Online Co., Ltd." with the purpose of organically combining the virtual electronic network with the tangible logistics network, integrating domestic and foreign resources, and improving traditional business. During the implementation process, we gave full play to our own advantages and first completed the construction of the system's internal logistics network, including the standardization of data sources, documents and business processes, and re-engineered business processes. Through the electronic transformation of traditional enterprises, we transformed them into ones that can meet the needs of modern times. Digital warehouse for logistics needs. Based on the electronic distribution center, warehouse and transportation network, with the complete modern logistics organization of the digital warehouse as the link, and with the Zhongchu e-commerce logistics platform as the core, the horizontal joint transportation network system and the vertical connection industry distribution system are established to establish a reasonable layout , an efficient modern logistics distribution and distribution e-commerce network system. Through the use of modern logistics technology, China Storage and Storage has achieved a leap from traditional storage and transportation to a modern logistics enterprise. Case 4: Changhong Company is the largest manufacturer of household color TV sets in my country. In 1998, Changhong separated the storage and distribution services handled by branch offices across the country from each branch company, and set up a distribution center, where it formulated a set of Logistics strategic planning that is handled plannedly and centrally. The method adopted by Changhong Company in the past was to deliver the products assembled in the factory directly to stores operating in various places for temporary storage, and then deliver them to the customer's location according to the customer's order. Regardless of the number of deliveries, each branch must have a delivery person and truck. Transportation costs account for more than 70% of logistics costs. Changhong is facing this kind of cost pressure, and the inevitable increase in logistics costs will seriously affect the competitiveness of the company. Changhong adopts the above-mentioned separation of commodities and the establishment of distribution centers to rationalize the logistics plan of shopping flow. Distribution centers are established in large cities where branches are concentrated. One center can undertake the product distribution business of about 20 branches.
By establishing a distribution center, the branch's vehicles and delivery personnel can be compressed, so that fewer vehicles can be used to transport large quantities of goods. Furthermore, consistent product transportation from factory to consumer can be implemented, which can achieve excellent results such as large-volume transportation. Comment: There are many such examples, and this can be said to be a representative measure among the logistics rationalization measures taken by various enterprises. Such rationalization measures can achieve the specified service levels and can also achieve great results in reducing costs. 5. China Storage and Transportation expands its logistics and distribution business. China Materials Storage and Transportation Corporation takes advantage of its hardware and network advantages in storage and transportation to actively expand its distribution business and form regional logistics and distribution centers based on its existing warehouses in major and medium-sized cities across the country. , and gradually establish a system-wide logistics and distribution network and complete distribution business processes and service specifications of China Storage, and march into the modern logistics industry. In the late 1980s, China Storage only had two warehouses engaged in distribution business. The main form was to provide distribution services for raw materials and finished products before, during and after production for production companies. So far, more than 60 warehouses have been involved in this business, and many traditional warehouses have become distribution centers that can provide distribution, inventory, processing and other services. There are various forms of distribution, and the depth and breadth of services are constantly expanding. In order to allow customers to use Zhongchu's distribution services with confidence and satisfaction, Zhongchu has promised customers "timely delivery, accurate handover, prompt feedback, safe handling, reliable reputation, and network services". "Prompt delivery" means that after receiving the delivery order, it is guaranteed to be delivered within the city on the same day, within 200 kilometers within 24 hours, and within 600 kilometers within 36 hours; "accurate handover" means that professionals are responsible for the handover work. Ensure that the handover procedures for goods and various bills are simple and accurate; "rapid feedback" means that after the goods are sorted and delivered, the fastest communication method is ensured to notify customers for confirmation; "safe handling" means implementing green services that do not pollute, Do not damage the packaging of the goods and ensure that the outer packaging damage rate is less than 1‰; "reliable reputation" means that if the cargo damage and cargo difference accident occurs due to China Chu, China Chu will fully compensate the market price, and the customer can also choose whether to have China Chu. The storage company provides insurance for goods; "network service" means that China Storage Group realizes network transformation in Shenyang, Dalian, Tianjin, Shijiazhuang, Zhengzhou, Xi'an, Xianyang, Chengdu, Chongqing, Wuhan, Hengyang, Nanjing, Lianyungang, and Shanghai to reduce empty trucks Rate. China Storage not only fulfills its commitments in service, but also provides specific personalized services for different customers. For example, in the process of serving Haier, the Fennan branch of China Storage Service kept the temperature and humidity of the warehouse within the specified range to ensure that there was no dust on the floor and goods in the warehouse. At the same time, the custodians "finished their work every day" , In principle, the distribution business tasks are completed on the same day, and dynamic inventory is carried out every day, every week, and every month and reported on time. For another example, in the cooperation between Wuxi Zhongchu Materials Co., Ltd. and Zhangjiagang Pohang Stainless Steel Co., Ltd., in order to ensure the safety of the goods during transportation, Wuxi Zhongchu equipped the vehicles with a sufficient number of "well"-shaped wooden frame bases; , reinforce and cover the rainproof tarpaulin; use soft ropes when loading and unloading, and cover the upper and lower pads when landing; when the rolled plate is loaded onto the train, the floor of the carriage should be covered with straw mats, and the vehicle should be loaded according to the Zhangjiagang drawings; rolled plates and carriages Use No. 8 iron wire to bind them firmly, and use rubber pads to protect all contact parts between the coil plate and the iron wire. Wuxi Zhongchu has truly achieved customer satisfaction while ensuring the safety of cargo transportation. For another example, China Storage not only provides basic guarantees for the inventory of LG Electronics Shenyang Lejin Co., Ltd. against rain, theft, moisture, rats, and pollution, but also keeps all business information of the company confidential as required, and provides 24-hour loading and unloading. service, car transportation can be delivered quickly, timely and accurately to designated sales locations in the Northeast region. In addition, the first warehouse of China Storage Group Gujiazi is supplied by Siemens products from Hong Kong Dexun Sea and Air Transport Co., Ltd., the high-end office equipment of Liaoning Branch of Gistaya Office Equipment (China) Co., Ltd., and the warehouse of Dongsanjiao Branch in Shijiazhuang is supplied by Haier Electric Co., Ltd. Refrigerator Sales Co., Ltd.'s refrigerators, Shanghai Hunan Company of Shanghai China Storage Co., Ltd. provided distribution services for the goods of Zhengda Group's Lotus Supermarket chain, etc., all of which have effectively fulfilled their delivery service commitments and provided personalized services according to the requirements of different customers. Everything is for the sake of customers and everything is for customer service. While the field of distribution business is developing rapidly, China Materials Storage and Transportation Corporation is actively planning to connect more than 60 warehouses dispersed throughout the system into a network to strengthen information construction, with a view to realizing the connection between the logistics distribution network and the e-commerce network.
At the same time, China Storage System is relying on China Storage Co., Ltd. (stock code: 600787) to actively integrate, reorganize and optimize existing stock assets, transforming traditional warehousing warehouses into regional modern logistics centers, and towards network, informatization, Large-scale first-class modern logistics enterprises are actively moving forward. 6. On March 25, 2001, a department store placed a commercial order for 55 units through the e-commerce platform of the website, with the order number 5000571. Haier's logistics purchasing department and production and manufacturing department received the order information at the same time. The material shortage situation of the commercial air conditioning division is displayed on the computer system; the purchasing department issues an online order to the compressor supplier; the distribution department (according to the distribution order) delivers the materials to the work station within 4 hours. On March 30, Haier completed the production of 55 commercial air conditioners and delivered them to users on the same day. It only took Haier 5 days to complete the customer's customized order. (1) The integrated operation of Haier’s internal logistics; (2) The relationship between Haier logistics and social logistics. Analysis points: 1) Haier builds an e-commerce website with order processing as the core. Realize the connection between orders, production systems and purchasing systems within the enterprise, automatically determine production plans and purchasing plans, and realize door-to-door distribution of raw materials through the distribution department. 2) Although Haier has its own distribution department and other logistics systems, as third-party logistics is increasingly improving, it can fully utilize the resources of third-party logistics to improve Haier's logistics tasks at a lower cost and at a higher level. At this time, the role of Haier Logistics is to rationally plan and arrange the organization of social third-party logistics so that it can be seamlessly linked with Haier's own logistics and its production, procurement and marketing systems. 7. Home Help Company is a large home decoration retailer. Home Help Company operates more than 200 warehouse stores in 18 states in the United States, with an average store area of ??100,000 square feet and providing 25,000 different products. Its sales breakdown is as follows: 50% wallpaper and decorative fabrics; 25% decorative aids; 20% lighting and electronic devices; 5% furniture. Home Help Company is a leader in the industry, accounting for 10% of the $80 billion home decoration retail market. % share. Forecasts indicate that the market will reach $120 billion in 2004, with Home Help companies accounting for 20% of industry sales. The main consumer composition of Home Help Company is: 40% of professional decoration companies; 60% of independent decoration individuals. Home Help has close links with professional decoration companies. However, professional decoration companies currently purchase only 10% of Home Help Company’s furniture products. The main reasons are: (1) Home Help Company’s delivery services are outsourced to local transportation companies. Each piece of furniture delivered by the transportation company usually requires Home Help Company’s payment. Add $10 to $30 to the asking price. Although the price is not high, for customers of the decoration company, it is easier to be psychologically recognized by free delivery of furniture. Therefore, customers of the decoration company go elsewhere to buy furniture. (2) The inventory of each store of Jiazhu Company is limited and cannot display various products. Typically only 7% of all orders are filled from inventory reserves. If a store does not have inventory, the order will be transferred to the regional warehouse of Jiazhu Company, and the furniture will be picked up from the regional warehouse inventory and brought to the store. The earliest time for the customer to get the furniture is 3-7 days after the original order. If regional warehouses also have no inventory, it will take longer for customers to get the furniture because Home Helpers has to order it from the manufacturer. Due to the extended and uncertain delivery time, decoration companies mainly purchase from independent distributors to meet the connection between furniture delivery time and installation time and ensure that the decoration company decorates as planned. The Wetmore Company is a furniture manufacturing company whose primary customers are dealers at the retail level. Currently there are 2 manufacturing plants and 6 regional distribution centers. There are 6 distribution centers located throughout the United States, and 40% of customers order electronically. Wetmore's manufacturing plants use sales forecasts to plan production. Forecast is locked 6 weeks before assembly. Three distribution centers bear all product inventory and maintain minimum inventory levels. When inventory drops to a predetermined minimum, restocking orders are sent to the corresponding manufacturing plants. The remaining three distribution centers only stock products with fast turnover. When a customer order is received, the order is assigned to the distribution center closest to the customer. If the center is out of stock, the out-of-stock product will be allocated from the distribution center closest to the center or ordered from the manufacturing plant. If the ordered product is of multiple varieties, it will be shipped after all the products are ready to ensure one delivery and the customer can get all the products they need.
All orders are processed through distribution centers, which review aggregate orders every night, try to make the entire shipment, and select the appropriate delivery route. When inventory is available at the initially designated center, typical order lead times are 3-6 days. Inventory transfer between internal distribution centers usually takes 2-3 days. When a product is extended to a manufacturing plant, an additional 8-12 days are needed in the order cycle. The original main partner of Wetmore Company was Xingfu Furniture Company, whose sales once accounted for 25% of Wetmore Company. However, due to the financial crisis of Xingfu Furniture Company, its erratic ordering was causing Wetmore Company to under-operate. . At present, Whitmore Company is in urgent need of finding new partners. Questions: 1) Is there any possibility of cooperation between Whitmore Company and Home Help Company? Please explain the reasons? 2) If you cooperate, please design a logistics operation plan for what aspects of Whitmore's existing logistics system need to be improved. Analysis points: 1) Whitmore and Home Help Company can cooperate. (1) The main customers of Whitmore Company are dealers at the retail level. They need to find partners to shorten the order cycle as soon as possible. Through integration and shortening links, customers can get furniture in the shortest time; (2) Make production plans through forecasting and maintain reasonable inventory levels. ; (3) Improve the level and quality of delivery services, implement unified management, and facilitate communication. 2) Logistics system that needs to be improved: Use the information system connection to distribute the warehouses and distribution centers of Whitmore Company to Home Help Company. The information center handles various things and can organize and summarize orders, consolidate shipments, and select appropriate deliveries. route. 8. Gome Electric Appliances has developed from an electrical appliance store to a nationwide chain of more than 100 electrical appliance sellers. Gome mainly uses centralized procurement through the headquarters to lower the purchase price of goods, and centralized sales in each specialty store using large regional warehouses and small warehouses in specialty stores for distribution. system to achieve nationwide distribution. Please answer the following questions: 1) In the above case, what measures did Gome take to reduce costs? 2) What other measures do you think can be taken to reduce costs? 9. American Machinery Company is an enterprise mainly engaged in machinery manufacturing. This enterprise has long been aiming to meet customer needs. In order to ensure supply, the company has established more than 500 warehouses in the United States. However, warehouse management costs have remained high, approximately US$20 million per year. Therefore, the company hired an investigation company to conduct a detailed investigation. The result is: under the current situation, if 202 warehouses are reduced, the total warehouse management cost will be reduced by 2-3 million US dollars. However, due to the possible impact on supply and sales Revenue will fall by 18%. I would like to ask: (1) If you were the president of a company, would you reduce warehouses based on the results of the company survey? Why? (2) If you don’t do this, how can you make a decision? Analysis points: (1), No. Because reducing 202 warehouses can only save 2-3 million US dollars, it has caused an 18% drop in sales revenue, which is not worth the loss. Even if you can save a lot of costs, it is not a good idea to lose sales revenue by reducing warehouses, because this is equivalent to the loss of customers. In the modern marketing environment, the only way for enterprises to survive and develop is to satisfy user needs to the maximum extent. (2) First, through investigation, the national market is divided into about 10-15 large areas based on the principle of target market segmentation, with the purpose of establishing a regional distribution center in each large area; secondly, through the location selection of the distribution center Method: Select the appropriate geographical location of each regional distribution center; third, select about 5 centralized sales cities in each region to establish urban distribution centers; finally, select from basic operations, practical logistics technology, logistics equipment, management By focusing on four aspects of the information system, we can truly achieve the distribution center's goal of reducing logistics costs and improving customer satisfaction. Only in this way can we achieve the goal of significantly reducing warehouses and reducing costs, while at the same time improving customer satisfaction through the operation of modern distribution centers, killing two birds with one stone. Case 10: A company contracted three container transportation services for the first time, and the time was tight. The railway from Shanghai to Dalian is 1,200 kilometers, the highway is 1,500 kilometers, and the waterway is 1,000 kilometers. The company owns 10 10-ton ordinary trucks and an automated three-dimensional warehouse. After contacting a nearby intermodal transportation company, although it does not have container trucks, it does have professional talents and freight forwarding experience, but the asking price is relatively high. As for the arrangement of scattered containers and the implementation of trucks and cabins, I really don’t know what to do. What measures do you think are more appropriate? (1) Purchase several container trucks yourself and organize transportation.
(2) I thought about asking the railway department to arrange transportation but I didn’t know what to do. (3) If the waterway is the shortest distance, please ask the shipping company to handle the transportation. (4) Although the intermodal transportation company does not have a collection truck, it can be asked to rent a car to complete this transportation. (5) If there is no suitable means of transportation, quit the business. Answer: 1). It is better to ask an intermodal transportation company to take on this task. It is safer. The intermodal transportation company is a third-party logistics service enterprise. 2) Third-party logistics service providers can be divided into asset-based suppliers and non-asset-based suppliers according to whether they have assets. The measurement criterion is not whether they have actual logistics assets but professional talents and freight forwarding experience. If they have assets, The price can be lower, but the flexibility is less; non-asset-based suppliers can be very flexible in "tailor-making" according to different needs. 3) When inviting third-party logistics service providers, you should do the following: ① Conduct necessary investigations on the intermodal transportation company to see how reputable it is. ② Carry out necessary contract negotiations and resolve the contract execution standards, measurement standards, liability for breach of contract, price, etc. ③ Try to avoid failure of cooperation between both parties, both deliver the goods and send someone to take care of the matter ④ Explain that if the service quality is good, long-term cooperation can be considered The possibility of other solutions is not safe, uncertain, and risky. Case 11: Southwest Warehousing Company is a state-owned commercial storage and transportation company located in Chengdu City, Sichuan Province. With the in-depth development of the market economy, the original business resources have gradually decreased. , in the process of survival and development of the enterprise, it has also experienced the development process from a professional storage and transportation company to a non-professional storage and transportation company to a professional storage and transportation company. In the case of insufficient business resources and customer resources, this enterprise whose main business is warehousing provides warehousing services to store whatever it has. In the past, it was mainly used for Wujijiaodian, but later it also stored production materials such as steel, cement and architectural coatings. This mode of operation solves the problem of renting corporate warehouses. So, how does this company develop regional logistics? l) Specialization When warehousing resources were fully utilized again, this company did not get more benefits. After market research and analysis, this company finally decided to base its business on its own business and develop household appliances. Main warehousing business. On the one hand, in the warehousing of household appliances, increase investment and strengthen management, strengthen contacts with well-known household appliance manufacturers at home and abroad, introduce to these customers and potential customers the professional development direction determined by the company for household appliance enterprises, and attract household appliance enterprises Enter. On the other hand, we negotiated with the original non-household appliance business users and suggested that they transfer their databases, and at the same time proactively introduce their own non-household appliance users to other peers. 2) Extended service During the transportation and use of household appliances, damaged household appliances continue to appear. In the past, each manufacturer carried out repairs by itself, which cost a lot in terms of office space and manpower. After consultation with users, we got a large number of With the approval of most manufacturers, this company started the repair business of household appliances in the warehouse, which not only solved the actual problem of the manufacturer's after-sales service, but also saved the cost and time of round-trip transportation of repair products, and diverted the business. The internal surplus personnel kill two birds with one stone. 3) Diversification In addition to providing warehousing services to users, this company also provides office services to one of its largest customers, provides office space to the customer's marketing and sales department, and provides customers with a working environment in the front store and back factory, which greatly Improved customer satisfaction. 4) After several years of development in regional logistics and distribution, the level of enterprise management has been continuously improved, and the internal resources of the enterprise have been fully exploited. Similarly, the enterprise's warehousing resources and other resources have also been saturated. When resources are saturated, income has increased. Where does the increase come from? Under the situation of developing modern logistics in China, this company realized that only by going out of the reservoir area, going into society and developing logistics can it improve the economic benefits and strength of the company. Where to start developing logistics? After investigation and analysis, I decided to start by learning from companies that are more advanced than myself, and gradually enter the field of modern logistics. After many efforts, they found a third-party logistics company. Under the guidance of this third-party logistics company, by cooperating with several local transportation companies (outsourcing transportation), they started the logistics distribution of household appliances in the region and provided services to a multinational company. Providing logistics services, the logistics and distribution of household appliances of this company now covers Sichuan (Chengdu City), Guizhou and Yunnan