However, the optimization process of logistics system not only requires a lot of resources, but also requires great efforts to overcome difficulties and careful management. This paper will help machinery manufacturing enterprises improve their logistics management ability from two aspects: the choice of logistics mode and the reduction of inventory cost. This paper is the third part of "the overall improvement of supply chain management ability in construction machinery industry"-logistics management. At present, through the long-term study of domestic machinery manufacturing enterprises, it is just right to divide the logistics modes of domestic construction machinery manufacturing enterprises into the following four categories: self-operated logistics, professional logistics, subcontracting logistics and chaotic logistics, and each mode has more or less problems. 1, self-operated logistics. Such enterprises have independent transportation companies, which are responsible for the storage and transportation of products, and set up a logistics department, which is responsible for coordinating self-operated logistics and subcontracting logistics providers. The main problems of this logistics model are: first, the semi-finished projects have not yet realized the integration of internal logistics management from procurement to production and sales; Secondly, the upstream logistics such as hard-to-chew bone throwing and purchasing are not outsourced, and the outsourced logistics sectors are mostly hard-to-chew bones, which are concentrated in the single link of sales logistics; Third, it is not long-term, and logistics cooperation lacks strategic awareness and strategic concept of advancing and retreating with logistics enterprises, so it is difficult to resist market risks. 2. Professional logistics. At present, the logistics of professional construction machinery in China is mostly decentralized. Although several large state-owned logistics enterprises, such as COSCO, Sinotrans and China Railway Special Goods, are under the banner of professional services, their market share is not ideal. These industry leaders, in some construction machinery production bases such as Hunan, Shaanxi and Liaoning, are not as good as "local tyrants" of small and medium-sized transportation companies with several to a dozen heavy trucks. Of course, the low concentration of this kind of professional logistics industry is related to the low concentration of construction machinery manufacturing. 3. Subcontracting logistics. Such as Caterpillar in the United States, Liebherr in Germany and Doosan in South Korea. Such enterprises operate in China. Although Caterpillar and Liebherr have professional logistics companies, they only design logistics schemes, and then look for logistics partners in China to do things as planned. In this logistics mode, production enterprises rely on information technology and other means to centralize management and become the chain owner of the supply chain. However, due to its strong position as a chain owner, local logistics subcontractors often passively accept harsh requirements. 4. Logistics chaos. A considerable number of private construction machinery manufacturing enterprises can neither set up a huge self-operated logistics fleet like state-owned enterprises nor have the experience of supply chain management like foreign giants, and can control logistics subcontractors. They use simple logistics services, and their business management is chaotic. This model often brings two negative effects: first, the integration ability of supply chain is weak, which affects the overall logistics efficiency and increases the comprehensive logistics cost; Second, it is not conducive to cross-regional operation of enterprises. Once we go out, the unstable supply chain will easily drag down the pace of market development. Of course, domestic construction machinery enterprises have realized the importance of logistics management, and made some progress in logistics fields such as logistics network planning, distribution management and inventory management by learning modern logistics theory and imitating well-known foreign enterprises in the same industry. But at present, there is still a lack of more comprehensive, scientific and reasonable planning and improvement of logistics management, which is exactly what Zhenglue Junce is good at. What kind of logistics management mode is suitable for China construction machinery enterprises to compete in the future construction machinery industry market is the competition among supply chains. Under the global economic integration, in the market environment of global procurement, global production and global sales, whoever has a faster logistics chariot and a more stable supply chain management may dominate the market. In this case, the choice of logistics mode is very important. Zheng Lujun believes that construction machinery manufacturing enterprises, whether private or state-owned, need to adapt to the trend of logistics socialization, outsource non-core logistics business (such as procurement, warehousing, transportation and other logistics links) to professional logistics enterprises, put core competitiveness on new product research and development, promote enterprise logistics socialization, and realize logistics integration and specialization: (1), select excellent construction machinery logistics enterprises and carry out in-depth cooperation with them. (2) For some construction machinery enterprises with similar self-operated logistics scale and relatively mature management system, we should also stick to the road of exploring personalized logistics mode. Because even foreign giants like Caterpillar have their own logistics enterprises. These enterprises are similar to the self-operated logistics mode of China enterprises, and they all serve for product sales. The difference is that their self-operated logistics companies have evolved into the integration stage of multi-ring services in the supply chain, while ours is still the fragmentation stage of transportation, warehousing and other links. (3) Those state-owned or private construction machinery enterprises that have established a considerable logistics team can also follow the example of those giants, but if the fertilizer water is not allowed to run away, it will have to be revitalized, otherwise it may become stagnant water or smelly water. This requires enterprises to extend self-operated logistics along the upstream and downstream of the supply chain, tap the integrated logistics value system, and make logistics enterprises become the supply chain designers of the whole company and even the chain owners of the whole industry chain. It can be seen that domestic machinery manufacturing enterprises can choose a variety of logistics modes, but this requires enterprises to make accurate judgments according to their own characteristics-what mode is most suitable for the current development status of enterprises. Improving inventory management At present, a problem faced by construction machinery manufacturing enterprises is the high proportion of working capital. Taking the data of 2007 as an example, it shows that the average occupation of working capital in 2007 is 57% of the main business income, with an annual turnover of 1 75 times. Reducing inventory is conducive to reducing asset burden and improving inventory turnover speed. The high turnover rate of inventory availability means that the funds distributed in inventory have been effectively used. This is exactly what every machinery manufacturing enterprise is striving for. The following will analyze the methods for enterprises to improve inventory management. First, correctly determine the inventory materials Generally speaking, the enterprise inventory management model can be divided into pull (reactive) and push (planned). Which inventory management mode to choose depends on the characteristics of different enterprises. It is observed that machinery manufacturing enterprises usually have the following characteristics: 1, some customers have customized products or some non-standardized products; 2. The unit price of the product is high. If this product is stocked in large quantities, it will cause great pressure on the capital flow of the enterprise; 3. The product liquidity is slow; From these characteristics, the mechanical industry is suitable to adopt the pull inventory management model. Second, correctly determine the inventory materials. After determining the inventory management mode, different products should be treated differently and managed in categories, so as to realize different management methods for different materials. It is suggested to use ABC classification to classify and manage different materials. The specific way is to classify the inventory according to the size of the occupied funds and the proportion of sales. Materials with a large proportion of sales are classified as Class A, materials with a small proportion are classified as Class B, and the lowest materials are classified as Class C. The main purpose of this classification is to reduce the inventory level of enterprises on the basis of improving the overall delivery level of enterprises and taking care of general materials appropriately. Through the classified management of different inventory materials, the overall inventory level of enterprises can be greatly reduced, thus reducing inventory costs. Third, reduce the unusable inventory. Although inventory must exist in many cases, not all inventory can play a role at any time to meet the needs of production or delivery, or these inventories can not be used for a certain period of time. An important aspect of reducing inventory cost is to reduce the number of these unusable inventories as much as possible. For enterprises, in-transit inventory, reserved inventory (deliverable orders cannot be delivered for other reasons), sluggish (unsalable) inventory, work in process or items to be inspected are all unavailable inventory. One of the goals of inventory management is to improve the ratio of available inventory to total inventory. We propose the following ways to reduce useless inventory for machinery manufacturing enterprises: 1, and reduce "in-transit inventory". Shorten delivery and transportation time: shorten the transportation time from suppliers to enterprises as much as possible. First of all, we should choose the appropriate mode of transportation according to the characteristics of the product (price, volume, weight, etc.). ). The management of this time will greatly affect the enterprise's in-transit inventory. Generally speaking, products with high price, small size and light weight will give priority to air transportation, and sea transportation is a common mode of transportation. However, it is necessary to carefully compare the impact of shortening transportation time on inventory and even inventory cost and the impact of transportation cost, and choose the appropriate transportation mode, otherwise the overall optimization will not be achieved. Choosing appropriate delivery and payment methods is also an important aspect to reduce inventory costs, especially in international procurement. It takes a long time and a long distance for the goods to leave the supplier's factory and actually arrive at the enterprise warehouse. In this process, the later the ownership of the goods is handed over to the enterprise, the longer the payment period, and the smaller the risks and expenses that the enterprise needs to bear. Choosing the right location and the distance from suppliers or customers will affect the inventory level. The shorter the distance, the shorter the delivery time and the lower the inventory. 2. Reduce the reserved inventory. Control the batch delivery of orders: Batch delivery orders can greatly reduce the inventory level of customers, but it is a great pressure on suppliers, so enterprises must strictly control such orders, and only when it is really needed can they provide customers with communication between the sales department, the financial department and customers, so as to eliminate the reserved inventory caused by payment, customer project delay and other reasons. 3. Reduce the inventory of work in process.