Facing the challenge of international competition, third-party logistics enterprises urgently need to cultivate their core competitiveness. Through the discussion on the core competitiveness of the third-party logistics enterprises, combined with their own characteristics, this paper puts forward the methods and measures for cultivating the core competitiveness of the third-party logistics enterprises.

1 the meaning of core competitiveness of logistics enterprises

The content of the core competitiveness of third-party logistics enterprises is a complex and diverse system, which mainly includes the following aspects:

1. 1 core technical capabilities

The core of core competitiveness is the core technical ability of enterprises. The core technical ability of logistics enterprises depends not only on the modernization level of existing logistics facilities and technical equipment, but more importantly, enterprises can effectively apply these technical equipment to the services they provide, improve the service level, and transform technical resources into technological advantages of enterprises. Including the research and development capabilities and service innovation capabilities of third-party logistics enterprises. Wal-Mart has reformed the traditional distribution mode and greatly improved the efficiency of the distribution process by using cross-warehouse transportation technology. This innovation makes it backward in the retail field and establishes a competitive advantage that competitors can't reach.

1.2 strain capacity

The adaptability of enterprises means that third-party logistics enterprises should adjust their service methods at any time according to the changes of supply and demand in the logistics market, the changes of demand patterns and the progress of technological innovation. This adaptability is the key for logistics enterprises to win in the rapidly developing competitive environment. Due to the change of terminal consumption mode and the changes in production and retail fields, the logistics service market has undergone major changes. In order to obtain lasting viability, the third-party logistics enterprises must constantly adjust their management methods and improve their informatization level to adapt to the trend of small-batch and multi-frequency logistics demand.

1.3 integration capability

It involves the organizational structure, information transmission, corporate culture and incentive mechanism of third-party logistics enterprises. Its function is to integrate the technical knowledge and service skills of enterprises into the core competitiveness of enterprises through the institutionalization and stylization of management process. The organizational efficiency of third-party logistics enterprises determines the efficiency of transforming logistics technical advantages into market advantages. Modern logistics especially emphasizes the integration of various logistics functions, and the integration ability is a very important aspect of the core competitiveness of third-party logistics enterprises.

1.4 marketing ability

Reflect the market influence cultivated by the third-party logistics enterprises in the process of growth, and directly or indirectly affect the core competitiveness of logistics enterprises by transforming potential competitive advantages into realistic profit advantages. It mainly includes the service marketing ability of third-party logistics enterprises, the image and reputation of enterprises among customers. Meeting customers' needs is the ultimate goal of logistics activities, and the relationship between third-party logistics enterprises and existing customers and the ability to penetrate potential customers are the direct embodiment of the core competitiveness of third-party logistics enterprises.

2 China's third-party logistics enterprises competitiveness problems and causes analysis

At present, China's logistics industry is in its infancy, and there is a big gap compared with developed countries. One is the high cost. According to the World Bank's forecast, the proportion of logistics cost in GDP in China is about 16.7%, which is about 1 times higher than that in developed countries. The second is slow turnover. In 2000, the annual turnover rate of working capital of industrial enterprises in China was 1.62 times. The average annual turnover rate of Japanese manufacturing industry is 15~ 18 times, and some well-known multinational chain enterprises, such as Wal-Mart and Carrefour, have reached 20~30 times. Third, the inventory is large. According to statistics, by the end of 2000, China's inventory commodity deposits reached 4 trillion yuan, accounting for nearly 50% of the GDP of that year. At present, the internationally recognized proportion of inventory goods to GDP is generally less than 1% in developed countries and only 5% in developing countries. Fourth, the efficiency is low. Some experts estimate that the idling rate of cars in China is as high as 37%, which is equivalent to 6,543,800+5,000 trucks idling back and forth. Fifth, the traditional circulation mode still occupies a considerable proportion. Statistics show that the proportion of third-party logistics enterprises used in the United States, Japan and other countries has reached more than 30%. In China's industrial enterprises, 18% of raw material logistics is handed over to the third party, and only 16% of sales logistics is handed over to the third party. The obvious gap in these aspects is the great potential for the development of logistics industry in China. At the same time, China has the basic conditions to accelerate the development of modern logistics industry. First, there is a great demand for logistics. Second, the logistics infrastructure has developed rapidly. Third, the main body of China logistics market is taking shape. Fourth, the "soft environment" conducive to the development of modern logistics has been gradually improved. China logistics market has great potential and is developing rapidly. However, judging from the current development status of third-party logistics enterprises, there are still many problems that inhibit their development.

(1) Many third-party logistics enterprises unilaterally pursue "big" and "all-round" development, ignoring the improvement of their own quality and service quality. Most of the third-party logistics enterprises in China are reformed from transportation companies or storage companies. While building their own development model, they do not pay attention to their own quality construction. The business scope of most enterprises is still limited to simple goods storage or transit activities in forward logistics, such as warehousing, transportation, loading and unloading, etc., which can neither provide value-added services closely related to transportation and warehousing nor provide reverse logistics services, with single function and weak value-added services.

(2) At present, the management of many third-party logistics enterprises still stays at the original extensive and inefficient management level, lacking the standardized management of effective and advanced management mechanisms. Judging from the current situation of third-party logistics enterprises in China, the management of most enterprises is still not standardized, the management level is still low, the management mechanism is still far from perfect, and there is a lack of standardized operational business processes, scientific decision-making mechanisms and procedures, perfect logistics quality evaluation mechanisms and sustainable development mechanisms.

One of the reasons for this situation is that the level of logistics enterprises is too low due to insufficient resource integration. Compared with Europe, America and Japan, the third-party logistics in China belongs to the type of "congenital dysplasia, acquired nutrition can't keep up". Although all walks of life are aware of the important supporting role of logistics in the national economy, the government has not issued relevant supporting policies and comprehensive management measures to break the pattern of departmental division and compartmentalization. Most enterprises, especially state-owned enterprises, lack the concept of logistics, adhere to the business philosophy of "big and complete, small and complete" in the planned economy period, and build their own logistics system, which leads to the overall logistics level in China hovering; Many logistics enterprises have simple facilities and single functions, so it is difficult to provide complete third-party logistics services, which makes some enterprises who want to seek third-party logistics services retreat. The second is the influence of enterprises on the value chain of third-party logistics enterprises. Because the development of third-party logistics in China is only a few years, and the business fields of different third-party logistics providers are different, it is difficult for enterprises to decide a suitable third-party logistics provider when considering outsourcing logistics business. Under the balance of risks and benefits, some enterprises prefer to establish their own logistics systems, mainly because the valuation of risks is higher than the possible benefits.

3 Third-party logistics enterprises to cultivate core competitiveness of strategic choice

3. 1 Formulate the development strategy of enterprise's core competitiveness

The cultivation of core competitiveness is a huge enterprise management system engineering, involving all levels, elements and links of enterprise management, which needs to be planned and implemented from the height of enterprise strategy. On the basis of inheriting and exerting the successful experience and competitive advantages, third-party logistics enterprises should comprehensively examine their own capabilities from four aspects: core technology, adaptability, organizational integration and marketing communication, and analyze whether these capabilities are unique; Compared with competitors, whether it has a competitive advantage; What is the basis for establishing the core competitiveness of enterprises and what conditions are needed; Then, it expounds the cultivation goal of enterprise's core competitiveness and the way to choose core competitiveness. In the formulation of development strategy, we should pay attention to the formulation of core competitiveness objectives of third-party logistics enterprises, which should adapt to the development trend of logistics demand and the characteristics of enterprises themselves, and the set objectives should be consistent with the overall development objectives of enterprises, reflecting unity and continuity. At the same time, the logistics enterprise will be built and developed into an innovative learning organization. In the process of continuous learning and accumulating experience, it will increase the tangible and intangible resources unique to enterprises and form a competitive ability that competitors can hardly imitate and surpass, which will be continuously improved and developed.

3.2 From the characteristics and reality of the third-party logistics enterprises in China, establish the core elements of the enterprise.

The elements in an enterprise include manpower, resources, finance, equipment, technology, information, process, service, design, development and processing, etc. The core elements of an enterprise are selected from these elements. It is the starting point and foundation for the formation of enterprise's core competitiveness. Because of the characteristics of enterprise elements and their different functions in enterprise production and operation activities, the contribution of core elements to enterprise core competitiveness is also different, which makes the benefit and operation of enterprise core competitiveness different. However, as long as enterprises form core competitiveness, core competitiveness based on core elements is difficult for other enterprises to imitate and replace. Actively accumulate core elements of enterprises and create conditions for the construction of core competitiveness of enterprises. On the one hand, logistics enterprises can strengthen the core elements through internal accumulation, on the other hand, they may acquire the necessary core elements in a short time by absorbing foreign resources. Enterprises can accumulate core elements by introducing key technologies, attracting talents with key technologies and skills, and establishing strategic alliances with companies with core expertise. According to the reality, the accumulation of core elements of logistics enterprises can be carried out by combining internal accumulation with absorption of external resources.

3.3 Logistics enterprise internal process reengineering, especially organizational management changes, to promote the integration of enterprise core competitiveness elements.

The core competitiveness of logistics enterprises is a complementary knowledge system composed of core technology, adaptability, organizational integration and marketing communication. These factors influence, depend on and restrict each other, and penetrate into all logistics functional fields of logistics activities. Only when these different functions coordinate and cooperate with each other, and the enterprise's core competitiveness strategy runs through all activities, can the enterprise's core competitiveness goal be realized. At present, the management integration of logistics enterprises in China is not high, and a key factor is the lack of a clear management coordination and communication channel, which leads to the inability to integrate various management functions. Therefore, only by reorganizing business processes and establishing perfect information communication channels according to the development law of modern logistics can the third-party logistics enterprises fundamentally improve the integration ability and quick response ability of enterprise management.

3.4 Improve the logistics service chain, provide customers with logistics value-added services, and further improve the service function system of enterprises.

At present, most third-party logistics enterprises in China are generally small in scale and lack professionalism and core competitiveness. To enhance competitiveness, we must further expand the scale of enterprises, improve the professional and technical level of enterprises, and provide customers with quality logistics services. To achieve this, enterprises can establish a strong strategic cooperation alliance, build a logistics operation network, complement each other's advantages, improve the enterprise logistics service chain and provide door-to-door integrated logistics services and value-added services through alliances, cooperation and mergers and acquisitions with domestic and foreign logistics enterprises, so as to be in a favorable position in the future competition with domestic and foreign logistics enterprises.

3.5 Establish advanced human resource development and management system and incentive mechanism to select, educate, use and retain excellent logistics talents for enterprises.

Judging from the current talent structure in China, there is still a shortage of logistics professionals, which requires enterprises to establish an advanced and perfect human resource development and management system and incentive mechanism. In terms of employing people, enterprises should also establish evaluation and examination mechanisms, incentive and restraint mechanisms, reward outstanding people, eliminate backwardness, establish a good working atmosphere, improve enterprise cohesion, provide broad development space for every logistics talent, and make personal growth keep pace with enterprise development, so as to give full play to talents.