1. Company status analysis:
Fu Bao SEG's main customers include Ricoh International Express Co., Ltd., Huali Shipping Co., Ltd., Burlington International Logistics Co., Ltd., China Resources Logistics and nearly 100 foreign-funded and Hong Kong-funded logistics enterprises and manufacturing enterprises located in the Pearl River Delta region. For these enterprises, Fu Bao SEG provides long-term rental of bonded warehouses and short rent services, and also engages in logistics value-added services such as distribution and processing.
Fu Bao SEG has about 40 employees. Including 5 managers, forklift workers and porters 10, and about 20 customs declarers, customs inspectors, customer service personnel, warehouse administrators and handyman (including doormen and equipment maintenance personnel).
Fu Bao SEG's profit model is the logistics service charge with warehouse location lease as the core. The basic charge is the warehouse rental fee. In addition, there are expenses for loading and unloading, LCL /LCL, labeling, shrinking film/punching, changing packaging and simple processing (such as subcontracting, repackaging, simple assembly, etc.). ), and customs declaration and inspection on behalf of customers. The main expenditure is the maintenance cost caused by labor, water and electricity, warehousing and equipment depreciation.
Futian Free Trade Zone is characterized by an entry-exit passage to Lok Ma Chau, Hong Kong (passage 1) and an entry-exit passage to Shenzhen (passage 2). Goods only need to be filed with the customs at the time of entry and exit, but need to be declared at the time of entry and exit. Customers can take advantage of the customs clearance policy in the bonded area to realize the benefits of deferred tax payment in batches and deferred tax payment in batches, and vice versa.
Summary and arrangement of problems:
Fu Bao SEG's warehouses are mainly plane warehouses, and some storage areas use three-dimensional shelves. Taking pallets as the basic handling unit, forklifts (and ox carts) are used for transportation in and out of warehouses and warehouses. The first floor is the warehouse intersection area, with five pneumatic forklifts. The second to tenth floors are storage areas, and each floor has one or two electric forklifts (battery-driven). There are two large freight elevators up and down. There are more than ten parking spaces on the platform where vehicles stop, which can park various types of transport vehicles such as container trucks and boxcars.
At present, Fu Bao SEG is still an order-driven and business-centered warehousing service enterprise. It has not been transformed into a customer service center. Under the impetus of the company's management, all employees of the company have established the concept of total quality management, and established a standardized quality document system according to the requirements of ISO9000 quality management system. However, the company has not formally applied for or passed the ISO9000 quality system certification.
Solution:
Fu Bao SEG and its parent company SEG Storage and Transportation Co., Ltd. developed a set of management information system based on C/S system in 1999, but it was abandoned because of inaccurate settlement, poor system flexibility and inability to adapt to business changes. From the end of 2002 to the end of 2003, SEG Storage and Transportation Co., Ltd. cooperated with SEB software to develop a brand-new B/S logistics management system based on Web, covering transportation business, warehousing business, financial settlement and other aspects. Therefore, customers can place orders online, check the order processing status, inventory status, bill details, etc., and make real-time settlement and appointment settlement.
The biggest problem facing Fu Bao SEG is how to improve the return on assets. The fixed assets of bonded warehouses exceed 80 million, but the annual profit is less than 5 million. Compared with the transportation business (the fixed assets of container vehicles are only more than 6.5438+million, but the annual profit is more than 20 million), the return on assets is too low. Improve the morale of employees in the bonded warehouse area, strive to enhance service awareness and pay attention to quality improvement; It can increase the proportion of logistics value-added services, greatly increase the income sources other than warehouse rental fees, win more high-quality customers with high profit contribution rate, and eliminate class C customers with low profit margin.
In order to enable the company to by going up one flight of stairs, improve the rate of return on assets of bonded warehouses, and timely pass the ISO9000 certification. Fu Bao SEG hopes to continuously improve the management process by realizing total quality management internally, and assist the management by means of information technology. The ideas they consider are consistent with the views of Deming, the quality management master we discussed earlier. First, they hope to establish a modern on-the-job training system and a rigorous education and training plan. Then, through continuous training and process monitoring within the department, the barriers between internal departments are eliminated, the awareness of all employees to actively serve customers is enhanced, the fear of management is eliminated, and they dare to put forward their own views and opinions; Gradually eliminate the factors that hinder the smooth work of grass-roots employees and quantitative assessment indicators; And through the active participation of senior leaders, a management culture of planning, execution, inspection and handling (PDCA) is formed within the enterprise. Develop more high-end customers, establish a customer-centered consciousness (pay close attention to customer satisfaction), and put forward the slogan "service should be done before customers can think of it". Tap the potential through the internal management process, provide high-quality value-added services to external customers, and gain new competitive advantages.
Option 2:
Furi Logistics was officially put into operation in September, 20001,with a registered capital of 50 million yuan. Furi Logistics has the largest urban fast-moving consumer goods distribution warehouse in Hangzhou. A modern normal temperature platform warehouse of 140000 square meters has been built on the 300 mu of land leased by Xiasha Road in Hangzhou, and a larger 600 mu logistics park is being built in Jiubao Town. Furi Logistics has become the main warehouse of many fast-moving consumer goods in East China, and its influence and radiation radius are still expanding.
Furi Logistics has successfully opened up the peripheral logistics market with Hangzhou as the core by introducing advanced western third-party logistics management concepts and hiring professional manager Wang Weian, and has now become one of the largest third-party logistics enterprises in Hangzhou. The main customers of Furi Logistics include large household appliance manufacturers (Kelon, Little Swan, Electrolux, Shanghai Sharp, LG, Sanyo, etc. ), liquor manufacturers (Wuliangye, Jinliufu and other sub-brands. ), convenience food manufacturers (such as Master Kong and Uni-President) and other fast-moving consumer goods manufacturers (Guangjin Paper, David Paper, etc. ). Chain sales enterprises such as Gome and Yongle Home Appliances and supermarket chains such as CR Vanguard have also reached strategic cooperative relations with Furi Logistics.
Furi Logistics' business model is warehousing service based on distribution. Manufacturers or large wholesalers store a large number of goods in Furi Logistics' warehouse through trunk transportation, and then deliver the goods to retail stores or consumer places in small batches through trolleys according to the sales needs of terminal stores. At present, Furi Logistics Company stores 250 million yuan of goods for each customer unit every day. Recently, the company has also expanded the storage capacity of 60,000 square meters, making the amount of goods stored every day reach about 654.38 billion yuan. According to the calculation of three times a month, the monthly logistics volume of this company is about 3 billion yuan, and its general manager Wang Weian uses advanced management and operation concepts to make Furi Logistics a "dark horse" in modern logistics industry in Zhejiang and even in the Yangtze River Delta region. Furi Logistics provides customers with logistics services such as warehousing, distribution, loading and unloading, processing, collection and information consultation. Sources of profit include storage fees, logistics distribution fees, distribution and processing service fees, etc. The business process is as follows:
Furi Logistics warehouses are all closed. Pallets and forklifts are used for handling in the warehouse. A small amount is handled by hand. The platform design is very distinctive, and it is suitable for fast loading and unloading of large container trucks, flatbed trucks and small box delivery trucks.
Different from the booming business development, the informationization of Furi Logistics has always been in a relatively primitive stage, and there is only a simple stand-alone order management system, which mainly processes documents manually. With the current warehouse development trend and management ability of Furi Logistics and the requirement of providing more value-added services to customers, the bottleneck of logistics informatization seriously restricts the business development of Furi Logistics. Only recently did we begin to develop a logistics information management system that conforms to our own business characteristics.
Furi Logistics has formed a virtuous circle in business and customers. How to quickly expand the storage area, improve the delivery order processing capacity and further enhance the regional influence has become the focus of Furi Logistics Company's decision-making.
Furi Logistics began to pay close attention to customers' needs and plan various value-added services for customers, expecting to develop from a typical warehousing and distribution center to a third-party logistics enterprise. From the simple operation mode to the new level of scientific management, the management of Furi Logistics began to realize that it is not enough to rely solely on the advanced ideas of the decision-making level. At this time, the management concept of total quality management is introduced, and ISO9000 quality management system is implemented to ensure that managers at all levels and grass-roots personnel strictly follow the requirements of total quality management, and with the help of information systems, the management system of Furi Logistics can reach a scientific management level.