catalogue
abstract
1 Overview of Enterprise Logistics Resource Integration and Process Reengineering
1. 1 the concept of logistics resources
1.2 logistics resource integration concept
1.3 concept of process reengineering
1.4 Relationship between Logistics Resource Integration and Process Reengineering
2 the status of logistics resources of enterprises in China
2. 1 Stock resource splitting
2.2 The compartmentalization between logistics enterprises is serious.
2.3 Logistics infrastructure construction has been basically completed.
3 enterprise logistics resources integration problem solving
3. 1 Effective integration of information resources
3.2 Effectively integrate various transportation resources.
3.3 Breaking through administrative boundaries
3.4 the embodiment of government functions
3.5 the development of the fourth party logistics
4 to create a logistics enterprise process reengineering project
4. 1 business process reengineering
4.2 Technical Reengineering
4.3 Enterprise Organization Reengineering
4.4 Corporate Culture Reengineering
conclusion
refer to
With the arrival of the new economy, enterprises are facing increasingly fierce competition, the uncertainty of user demand and the increase of personalized demand, the rapid development of high technology, the shortening of product life and the increasingly complex product structure. In this environment, the speed of self-adjustment by enterprises with their own resources can't keep up with the speed of market changes and can't respond to market demand. How to integrate, transform and upgrade scattered logistics enterprises and resources, enhance their service functions, and form internationally competitive logistics enterprises and logistics groups is the primary task of modern logistics development in China.
1 Overview of Enterprise Logistics Resource Integration and Process Reengineering
1. 1 the concept of logistics resources
In a broad sense, logistics resources refer to all elements such as capital, technology, knowledge, information, personnel, venues, equipment, facilities and networks on which logistics services and logistics operations depend, while in a narrow sense, logistics resources mainly refer to logistics infrastructure such as logistics enterprises, logistics markets, transportation and warehousing.
1.2 logistics resource integration concept
With the arrival of the new economy, the integration of logistics resources has been paid more and more attention. People have defined it from different angles and formed some representative views. But DorothyLeonard's definition of enterprise resource integration is the most holistic.
DorothyLeonard believes that enterprise resource integration is to plan, manage and evaluate the system functions, physical resources, information and network elements inside and outside the logistics enterprise through certain decision-making measures on the basis of discovering and establishing the core competitiveness of the enterprise, so as to achieve the overall optimal goal, and promote the rapid and healthy development of the logistics enterprise through dynamic resource inspection and the development of the core competitiveness of the logistics enterprise.
1.3 concept of process reengineering
Process reengineering refers to the re-start of organizational process after the enterprise is scaled up. Think about the value contribution of each activity fundamentally, and then use modern information technology to realize the functional integration of technology and management to the maximum extent, so as to break the traditional functional organizational structure, establish a brand-new process-oriented organization structure, and realize the substantial improvement of enterprise management in terms of cost, quality, service and speed. As a result, the non-value-added activities in the organization are reduced to a minimum, so that all activities exist to meet customer needs and market needs. "Reengineering" means "optimizing process".
1.4 Relationship between Logistics Resource Integration and Process Reengineering
Logistics resources are the foundation of logistics industry, which determines the size and level of logistics capacity. The goal of modern logistics is not to blindly develop and expand logistics resources, but to rationally integrate and integrate logistics resources, form logistics core competence through process reengineering, and improve logistics service level and added value while reducing logistics costs.
The essence of logistics resource integration is to re-engineer the logistics process, that is, to fundamentally and thoroughly rethink and redesign the existing logistics process, so as to quickly improve the performance level of enterprise logistics process.
2 the status of logistics resources of enterprises in China
At present, the logistics cost of Chinese production enterprises accounts for 20% to 30% of the total cost, or even more. There are some data that the proportion is about 40%, while the logistics cost of enterprises in developed countries only accounts for about 10% of the total cost, and the proportion in the United States is only 9.5%. Compared with enterprises in developed countries, enterprises in China still have a gap of at least 10 percentage point. From this point of view, there is still a lot of room for enterprises to reduce logistics costs. Therefore, enterprises must integrate their logistics resources and process reengineering in time and effectively if they want to improve their core competitiveness and maximize their benefits fundamentally.
2. 1 Stock resource splitting
Judging from the current situation, China's logistics stock resources are still in a fragmented state, including the separation between enterprises, between urban and rural areas, between departments, between regions and between different fields. There are some misunderstandings and big problems in the development of logistics. The biggest problem is that many people have not really understood modern logistics. When it comes to modern logistics, the first thing that comes to mind is to build a large-scale logistics economic park. This kind of logistics park is often huge, covering an area of thousands of acres, but after planning, most of them are still doing traditional warehousing and transportation business, taking the old road of building houses by enclosure. The simple understanding of modern logistics is to build a super-large park, invest some equipment and rely entirely on modern mechanization. This is also the reason why we have a lot of stock resources. To integrate these resources, the first difficulty to overcome is to raise awareness.
2.2 The compartmentalization between logistics enterprises is serious.
China's state-owned logistics enterprises have been influenced by the planned economy for a long time, coming from commerce, materials, food, foreign trade, transportation, railways, civil aviation, postal services and other departments. Fragmentation is serious, enterprises lack integration, the advantages of intensive management cannot be reflected, and scale benefits are difficult to achieve. Most private enterprises are small in scale and backward in technical management, which leads to low-level excessive competition. At the same time, most logistics enterprises can only provide single or segmented logistics services, and logistics functions mainly stay in warehousing, transportation and distribution. There are not many related value-added services such as packaging, processing and distribution, and a complete logistics service chain cannot be formed.
China logistics enterprises must take the road of intensive development if they want to grow rapidly. The state should guide and encourage qualified logistics enterprises, break the restrictions of business scope, industry, region and ownership, adopt various ways such as reorganization, joint venture and merger and acquisition, set up large-scale logistics enterprise groups with advantages in scale, technology and talents, integrate all kinds of logistics enterprises, rationally allocate logistics resources, improve logistics service network and participate in international market competition.
2.3 Logistics infrastructure construction has been basically completed.
China's existing logistics resources are already very rich, so we can say that the infrastructure for developing modern logistics is basically complete, which is also our advantage in integrating logistics resources. First, we have a large number of traditional warehouses, and the area of these warehouses has even exceeded our demand for warehousing, and there are a large number of idle warehouses. Second, in recent years, China's various transportation capacities have been developed to the maximum extent, with expressways exceeding 30,000 kilometers (the second in the world). A large number of ports rank among the top in the world, and there are also many ocean-going ships (such as COSCO, which has the largest transportation capacity in the world). In addition, the network and transportation capacity of air transportation are basically available in almost every big city in the province. Thirdly, the logistics equipment and facilities in China have developed rapidly in recent years. Container transportation has become a widely used modern means of transportation, and three-dimensional warehouses and automatic loading and unloading machinery and equipment have also been widely used in China. Fourthly, in recent years, we have invested heavily in informatization. In addition to the information transformation of supply chain system, the information transformation of enterprises and logistics processes is also widely carried out.
3 enterprise logistics resources integration problem solving
Since the reform and opening up, China's economy has made great progress, but the problems in economic development are increasingly exposed. Among them, the backward information system, repeated construction of resources and large consumption of resources have increasingly become bottlenecks in the development of various industries, especially the logistics industry. Therefore, optimizing resource allocation and integrating resources has become an urgent problem to be solved in the development of logistics industry.
The development of modern logistics needs to integrate existing resources, so as to achieve the ultimate goal of building an information-oriented supply chain system. Such a system should be able to operate efficiently, improve circulation efficiency, reduce circulation expenses and costs, and realize system appreciation. In the process of constructing such a system, the foundation and essence are to integrate existing stock resources, integrate traditional logistics resources with modern logistics technologies and concepts, and implement process reengineering to make it truly become modern logistics. Only by transforming traditional logistics into modern logistics can circulation really play a leading role in economic operation and become a positive force to promote the whole economic development of our country.
3. 1 Effective integration of information resources
At present, the information systems of enterprises in China are all self-built systems, which cannot be interconnected and shared, and the information transmission has encountered great obstacles. Information systems in all fields are self-contained and serve themselves, lacking a connection and effective transmission. In other words, there is no standardized information system. As a result, the current logistics enterprises are seriously divided, and the stock resources are surplus and fragmented.
Standardization and informatization are the foundation of contemporary economic development. Standardization is applied to information systems to achieve information symmetry between enterprises and industries, strengthen cooperation between enterprises and industries, share resources, and avoid problems such as repeated construction of resources and waste of funds caused by information asymmetry. This is the fundamental problem that needs to be solved in the development of China's logistics industry at present.
3.2 Effectively integrate various transportation resources.
At present, China's railway, highway, aviation, ports and other transport capacities are independent, and it is impossible to achieve single-end, intermodal and seamless connection like developed countries. Our whole logistics system is static and has not formed a dynamic chain.
The establishment of United logistics freight forwarding company can solve this problem. After receiving the task, the logistics freight forwarding company can arrange the transportation according to the priority. Because such companies have at least two or more modes of transportation, they have the ownership and use right of their means of transportation. The company can reasonably match the mode of transportation according to the actual situation. Improve the comprehensive utilization efficiency of transportation resources, thus reducing the logistics transportation cost of enterprises.
Logistics freight forwarding companies with different modes of transportation communicate with each other through information sharing, * * * to complete a single business and carry out combined transportation. This method can also integrate various scattered transportation resources. Moreover, this method has great initiative for logistics transshipment companies with small scale, less funds and single mode of transportation.
3.3 Breaking through administrative boundaries
The integration of logistics resources cannot break through the boundaries of administrative divisions. Usually, they plan their own logistics development within an administrative region, without forming cross-regional logistics integration. Although the Yangtze River Delta and Pearl River Delta regions are now building cross-border logistics systems, they are only limited to planning and have not yet entered the substantive integration stage. Modern logistics is a cross-regional concept, and the circulation law is also a concept of breaking through administrative regions and flowing according to the law of value, so the integration of enterprise logistics resources should also break through the division of administrative regions.
3.4 the embodiment of government functions
Resource integration is a systematic project. With its strong executive power and abundant information resources, the government plays an important role in macro-control, policy guidance and matchmaking of logistics enterprises, and is a booster to promote resource integration of logistics enterprises.
Take the logistics enterprises in Shenzhen, Hong Kong and Macao as an example. At the moment when the development of the logistics industry in the three places is limited and it is urgent to seek a breakthrough, the governments of the three places strengthen cooperation, scientifically plan and manage the logistics industry in the three places, and promote regional cooperation and integration in the three places.
In the sustainable development of port logistics, the role of the government can not be ignored, especially in the healthy competition between ports. The powerful strength of the government in port resource integration is to strengthen scientific planning and management, make port construction moderately ahead of schedule and avoid low-level duplication.
3.5 the development of the fourth party logistics
The fourth party logistics refers to a supply chain integrator, which deploys and manages the resources, capabilities and technologies of the organization itself and complementary service providers to provide comprehensive supply chain solutions.
By integrating and managing the resources, capabilities and technologies nurtured by other service providers, fourth-party logistics service providers provide supply chain solutions far beyond the service areas of third-party logistics service providers, providing customers with greater functional integration and wider independent operation. As the only interface with customers, the fourth-party logistics service manages multiple service providers in the form of team partners or alliances, and combines its own capabilities with the best logistics service providers to provide solutions, which is an effective way to integrate logistics resources. Therefore, a few domestic large-scale logistics enterprises with logistics operation ability and experience can create conditions to carry out fourth-party logistics services, so as to integrate and promote the development of third-party logistics, improve the utilization efficiency of logistics resources, and enhance logistics service ability and logistics level. At the same time, through the fourth party logistics service, we will establish a logistics enterprise alliance, gradually realize the integration of resources for major customers and their industries, and form a comprehensive platform for logistics services.
4 to create a logistics enterprise process reengineering project
The essence of enterprise logistics resource integration is logistics process reengineering. The integration of enterprise logistics resources is not only to re-optimize the original logistics resources of enterprises and society, but also to fundamentally change the operation form of enterprises, so that enterprises can change from the traditional operation form centered on function to the modern operation form centered on optimizing resource allocation. This is the process of process reengineering.
Logistics process reengineering involves the overall reform of enterprises. In the process of this change, there is strategic confrontation or cooperation among various participants. The success of logistics process reengineering is closely related to the scheme of enterprise logistics process reengineering. The possibility of various schemes depends on two factors: first, whether the scheme is feasible. The second is the strength of the concept of enterprise change. In this factor, the feasibility of the scheme is the premise, and the strength of the enterprise reform concept is the guarantee, which determines the outcome of the game.
Enterprise logistics process reengineering needs not only advanced and reasonable ideas as a guarantee, but also enterprise culture, organization and technology as a guarantee.
4. 1 business process reengineering
Business Process Reengineering (BPR) emphasizes the transformation of business processes as the object and center, and the concern for customers' needs and satisfaction as the goal. It fundamentally reconsiders and completely redesigns the existing processes, and utilizes advanced manufacturing technology, information technology and modern management means to realize the functional integration of technology and management to the maximum extent, thus breaking the traditional functional organization structure and establishing a brand-new process organization structure, thus realizing the great changes in the cost, quality, service and speed of enterprise management.
The process is a series of activities that start with customer demand and the input of various raw materials and end with creating valuable products or services for customers. It consists of a series of work links or processes, which are sequential, directional and related in time and space. The operation of modern enterprises depends on various processes, and enterprise processes are a combination of a series of interrelated activities, decisions, information flow and logistics. The process should have time to complete the standard tasks of each work step and link. Saving process time can bring more value to customers, improve the market response ability of enterprises, and thus strengthen the core competitiveness of enterprises. From 1980s to 1990s, the American General Electric Company re-established its business process-centered corporate structure, improved its corporate culture and made it the most valuable company in the world. Since the late 1990s, Qingdao Haier has implemented business process reengineering with "market chain" as the link, and the competitiveness and efficiency of enterprises have been greatly improved.
Business process reengineering is to redesign the process according to the change of environment, improve every link of the process, completely abandon the link that does not provide value, and strive to improve the performance of every link in the process. Through the change of strategic design and organizational management mode, the separated processes in enterprise operation are reconnected to make it a continuous process and make the process smoother. Through the integration and optimization of business processes, we can be closer to customers, create more "consumer surplus", realize the overall optimization of cost and efficiency, and enhance the competitiveness of enterprises.
There are two ways to redesign the process: one is systematic transformation, that is, to analyze and understand the existing process and systematically rebuild the new process to provide the needed industry; The second is a brand-new design method, that is, fundamentally reconsider the way products or services are provided and design new processes from scratch.
The key to choosing which method should be combined with the actual situation of the enterprise lies in whether it is conducive to the cultivation and promotion of core competitiveness. Enterprises should pay attention to prevent risks when implementing new design methods. In 1990s, the failure rate of business process reengineering in America was as high as 70%.
Only when the company's performance is seriously depressed or facing crisis will a brand-new business process design scheme become the first choice. From the cost of process reengineering, the brand-new business process design needs to pay a large amount at one time, while the systematic process reengineering is more about continuous payment, with a small amount each time. As for which of these two costs is higher and which is lower, it is difficult to judge, in fact, it is also directly related to the specific content of reengineering selection and reengineering links. When making a choice, we should consider the stability of the economic environment, the intensity of competition and the efficiency.
The real purpose of process reengineering is not the process itself, but the core competitiveness that can be formed, including the unique technology, organization and management, market response and other capabilities that enterprises have that are slightly better than other enterprises. The core competitiveness of enterprises supports enterprises to enjoy special advantages in homogeneous market, improve market ability, production and operation ability and technological innovation ability, and support enterprises to provide products or services to customers faster, better and more satisfactorily.
It is an inevitable choice to integrate business processes by using advanced information technology, so as to reduce the cost consumption of enterprises and establish competitive advantages. Although the purpose of reengineering is to transform the business process of an enterprise, so as to achieve work objectives, satisfy customers and improve work efficiency, it must serve to shape the core competitiveness of the enterprise, that is, to cultivate and enhance the core competitiveness of the enterprise as the main core of the reengineering process. This is because the process of an enterprise is closely related to its core competitiveness, and the process of an enterprise even becomes a part of its core competitiveness. Wal-Mart's success in the United States is based on fast business processes. The distribution system consists of three parts: one is an efficient distribution center, the other is a fast transportation system, and the third is an advanced satellite communication network. For example, through the application of satellite network system, every sales point of distribution centers, suppliers and branches can form online operations, and the whole process of "filling orders → summarizing orders of branches → sending orders" can be completed in just a few hours, which greatly improves the efficiency and accuracy of business. Its unique distribution system greatly reduces the cost, speeds up the inventory turnover, improves the utilization rate of funds, and forms the core competitiveness of the company.
The basic process of an enterprise is closely related to its core competitiveness: the basic business process of an enterprise supports its core competitiveness, while the core competitiveness supports its core products and services, which support and evolve many final products and services for customers to choose and consume.
4.2 Technical Reengineering
Technical reengineering is the basis and hardware of enterprise logistics process reengineering. Technology reengineering should be based on the needs of enterprise logistics process, mainly considering logistics operation technology, information technology and management technology. According to the level of enterprise logistics technology and equipment, logistics operation characteristics, information situation and the overall requirements after reengineering. Enterprises should establish their own logistics information collection system, use network technology to connect all the work units of logistics process reengineering, build an internal network of enterprises, and coordinate and manage various logistics resources of enterprises.
4.3 Enterprise Organization Reengineering
Process reengineering requires enterprises to re-start from the organizational process, fundamentally think about the value contribution of each activity, and then use modern information technology to realize the functional integration of technology and management to the maximum extent, thus breaking the traditional functional organizational structure and establishing a brand-new process-oriented organization structure, so as to greatly improve the cost, quality, service and speed of enterprise management. As a result, the non-value-added activities in the organization are reduced to a minimum, so that all activities exist to meet customer needs and market needs. "Reengineering" means "optimizing process". In traditional enterprises, the basic structure of the enterprise is the departments with relatively single functions, which complete different tasks and form fragments of each process. No one is fully responsible for the specific process, and the process has become a fragmented task flow, and the disconnection and conflict between tasks are common. In a process-centered enterprise, the basic components of the enterprise are different processes, and each process is controlled by a special process leader and implemented by a team of various professionals. The process becomes a process that can be truly observed, controlled and adjusted.
The key points of some enterprises' organizational structure reengineering are generally: to set up business process-oriented working groups according to specific projects, set up team leaders, guide, coordinate and supervise the work of all team members internally, and be responsible for timely feeding back customers' opinions and suggestions to the team externally, so as to improve the work as soon as possible. Clarify the roles and responsibilities of members within the group, realize the unity of responsibilities and rights, and make the group form a group with full autonomy and decision-making power. Many big American companies, such as IBM, American Airlines, Apple Computer, General Electric, etc. , was named the most innovative enterprises in the United States by Happiness magazine, and they all adopted this group organizational structure. In Japan, this organizational structure has been paid more and more attention. For example, Kawasaki Heavy Industries is one of the largest heavy equipment manufacturers in Japan. It divides the company into 150 business divisions, each department is fully responsible for the production, procurement, sales and research and development of its own department, and the head office only provides personnel and financial support.
4.4 Corporate Culture Reengineering
Business process reengineering is not only the technical diagnosis, analysis and implementation of new process scheme, but also the formation of a new concept and new culture. The starting point and destination of this new culture should be "creating value for customers" as the highest principle. Business process reengineering should adhere to the principle of taking customers rather than "bosses" as the service center. The reason why an enterprise exists is to provide value for customers, and what creates value for customers is the excellent process of the enterprise. The era of winning customers by single product and single service is gone forever. Customer-oriented means that the process optimization of an enterprise will consider everything from the customer's point of view, although this often conflicts with the internal settings and other needs of the enterprise. In the final analysis, the core of enterprise value is to create value for customers, and the realization of customer value is the source of all enterprise value realization. The design and implementation of business processes will take the interests of customers as the fundamental interests and the standards of customers as the fundamental standards; On the contrary, successful process operation and process management will also create core values for enterprises. That is, process reengineering is customer-oriented process reengineering.
Another goal of the new corporate culture is to create opportunities for employees. In a sense, employees are also the first customers of enterprises. Without the satisfaction of "internal customers", there can be no satisfaction of "external customers". Competition is the driving force for the success of enterprises, and all kinds of competition ultimately boils down to the competition of talents, who are the most precious wealth of enterprises. Therefore, it is necessary to provide employees with a relaxed working environment and good logistics support, enhance their sense of ownership, and enable them to be dedicated and conscientious. Some foreign companies have suggested that your employees should be treated as they are treated by enterprises. Therefore, it is necessary to correctly guide and educate employees so that they can handle the relationship with customers, and enterprises can be competitive. In addition, enterprises should continue to strengthen the training and education of employees and schools in order to improve their quality as soon as possible. Some large enterprises in South Korea, such as Samsung, Hyundai General Trading Company and Daewoo, have carried out corresponding training activities to ensure the quality of their employees, and concentrated their efforts on cultivating specialized talents through huge investments. Therefore, in the process reengineering, the rational allocation of human resources for process management has become an indispensable part. By creating a pleasant working environment and a solid career development path for employees, we can give full play to the wisdom and potential of human resources. While realizing the personal value of employees, it also reduces costs, improves customer satisfaction and enhances the core competitiveness of enterprises.
conclusion
The essence of modern logistics concept lies in the functional integration with system concept. That is to integrate, integrate and operate the functional links such as transportation, packaging, loading and unloading, distribution processing, distribution and logistics information, so as to effectively reduce logistics costs, improve circulation efficiency and benefit, and enhance the competitiveness of enterprises and products.
Judging from the current situation, it is imperative to integrate the existing logistics resources in China. We don't lack the equipment and facilities needed to integrate logistics, and we don't lack talents in this field, but what we lack is an idea, a leader, and strong government support and encouragement policies. After analyzing the overall situation of the logistics industry, we find that it is only a matter of time before integrating logistics resources. Because, with the continuous improvement of China's economic system and the voice of domestic enterprises for resource integration, it is imperative to integrate existing resources.
Resource integration and process reengineering are closely related. For the sustainable development of the logistics industry, the two are equally important and both play a very key role. Logistics process is the lifeline of enterprises. To rebuild it, we need to start from many aspects and create a top-down enterprise revolution. Therefore, the process reengineering should be reformed drastically, so that enterprises can stand firm in the unpredictable market economy and keep pace with the times.
What we need to do now is to integrate and rebuild logistics functions, logistics enterprises, infrastructure, logistics information, human resources and management system according to the development law of modern logistics and China's national conditions. Improve the overall competitiveness of the logistics industry and build a strong logistics alliance with socialist characteristics.
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