本文關(guān)鍵詞：一汽—大眾銷售有限責(zé)任公司整車銷售物流管理工作流程的再造，由筆耕文化傳播整理發(fā)布。

一汽—大眾銷售有限責(zé)任公司整車銷售物流管理工作流程的再造

一汽—大眾銷售有限責(zé)任公司整車銷售物流管理工作流程的再造

近兩年，我國汽車市場(chǎng)得到了高速發(fā)展，2003年以及預(yù)計(jì)的2004年的汽車產(chǎn)業(yè)的發(fā)展速度都要遠(yuǎn)遠(yuǎn)高于、快于我國國民經(jīng)濟(jì)的發(fā)展速度。目前，我國汽車消費(fèi)占全球汽車消費(fèi)的7.5％，已成為世界第三大汽車消費(fèi)國。 汽車消費(fèi)需求的強(qiáng)勁增長(zhǎng)，帶動(dòng)了汽車產(chǎn)量的快速增加，為我國汽車物流行業(yè)的迅速崛起提供了前所未有的發(fā)展機(jī)遇。 當(dāng)今中國汽車市場(chǎng)群雄四起，品牌林立，競(jìng)爭(zhēng)趨于白熱化。汽車市場(chǎng)競(jìng)爭(zhēng)取勝的決定因素己不只是品牌、產(chǎn)品質(zhì)量。產(chǎn)品的生命周期在縮短，市場(chǎng)的需求難以預(yù)測(cè)，汽車銷售價(jià)格的連連下跌，使汽車市場(chǎng)的競(jìng)爭(zhēng)變成了企業(yè)供應(yīng)鏈的競(jìng)爭(zhēng)，企業(yè)差異化的供應(yīng)鏈管理成為市場(chǎng)競(jìng)爭(zhēng)取得勝利的關(guān)鍵。做為企業(yè)供應(yīng)鏈的一個(gè)重要組成部分，整車銷售物流的管理對(duì)汽車市場(chǎng)競(jìng)爭(zhēng)的勝敗起著不可忽視的作用。 但我國汽車生產(chǎn)企業(yè)的整車物流體系較發(fā)達(dá)國家存在很大差距，具體表現(xiàn)為以下兩個(gè)主要方面： 成本過高，存在較大下降空間； 整車銷售物流的服務(wù)水平低；難以形成差異化的競(jìng)爭(zhēng)優(yōu)勢(shì)； 本文通過對(duì)我國汽車市場(chǎng)的競(jìng)爭(zhēng)特點(diǎn)和一汽-大眾公司整車銷售物流產(chǎn)業(yè)的現(xiàn)行狀況的詳盡淺析淺析，推斷出一汽-大眾銷售有限責(zé)任公司的整車銷售物流管理系統(tǒng)存在的不足，并提出了具體的解決方案。 a)缺乏對(duì)銷售物流管理系統(tǒng)的整體規(guī)劃； 第1點(diǎn)，從97年一汽-大眾銷售有限責(zé)任公司成立至今，其整車銷售物流管理系統(tǒng)一直沿用一汽轎車公司的運(yùn)作模式，沒有一個(gè)整體規(guī)劃。吉林大學(xué)碩士學(xué)位論文造成管理費(fèi)用增加、管理層次多、管理效率低、管理人員素質(zhì)低、物流服務(wù)水平低等非常不利的運(yùn)行狀態(tài)。所以必須對(duì)是否外包給第三方物流公司還是自營物流作出選擇。 方案選擇的決定因素主要有兩個(gè)，一個(gè)是整車銷售物流對(duì)企業(yè)成功的影響程度和一汽一大眾公司自己對(duì)物流的管理能力。從一汽一大眾公司十多年的合資管理經(jīng)驗(yàn)以及當(dāng)前的汽車市場(chǎng)的競(jìng)爭(zhēng)形勢(shì)可知，必須采取自營物流的運(yùn)做方式。這樣做最大的優(yōu)點(diǎn)就是可以降低銷售物流成本，有利于公司的供應(yīng)鏈的一體化管理，而且可以借助合資企業(yè)多年的管理經(jīng)驗(yàn)搞好整車物流的區(qū)域市場(chǎng)的差異化增值服務(wù)。推動(dòng)市場(chǎng)銷售。 第二點(diǎn)，銷售公司至今還沒有集訂單收集、訂單處理、資源分駁、庫存管理、物流規(guī)劃、發(fā)運(yùn)計(jì)劃、分駁渠道建設(shè)功能為一體的部門，儲(chǔ)運(yùn)部一直和銷售部處于分離狀態(tài)。嚴(yán)重影響銷售物流的整體規(guī)劃，由于環(huán)節(jié)增加，考慮不建全面，造成運(yùn)輸計(jì)劃制定的不充分、不科學(xué)、不合理。所以應(yīng)該使銷售公司的儲(chǔ)運(yùn)部與銷售部進(jìn)行內(nèi)部職能整合，以提高效率，完善供應(yīng)鏈的一體化管理。 b)缺乏對(duì)物流服務(wù)管理重要性的認(rèn)識(shí) 隨著我國汽車市場(chǎng)競(jìng)爭(zhēng)的日趨殘酷激烈，，銷費(fèi)呈個(gè)性化、多樣化的特性，企業(yè)面臨著縮短交貨期，提高產(chǎn)品質(zhì)量和減低成本的壓力，商品在進(jìn)入成熟期后，顧客對(duì)于商品的比較不僅僅放在質(zhì)量方面，而更側(cè)重于伴隨商品購買所得到的服務(wù)，差異化增值服務(wù)在顧客決策中已占據(jù)重要地位。 整車銷售物流的一F端顧客就是一汽一大眾特許經(jīng)銷商，為經(jīng)銷商服務(wù)水平的高低，直接影響經(jīng)銷商的市場(chǎng)競(jìng)爭(zhēng)能力，從而影響一汽一大眾公司的企業(yè)競(jìng)爭(zhēng)力，因?yàn)楣镜匿N售業(yè)績(jī)的好壞全部依賴于全國經(jīng)銷商的市場(chǎng)競(jìng)爭(zhēng)力。吉林大學(xué)碩士學(xué)位論文 本文結(jié)合一汽一大眾整車銷售物流的管理狀況，闡明了現(xiàn)行工作中存在的需要改善、完善的薄弱環(huán)節(jié)。主要有以下幾個(gè)方面: 》為充分了解客戶需求開展的物流服務(wù)的滿意度調(diào)查; 》為縮短到貨周期，提高經(jīng)銷商資金利用率而進(jìn)行的區(qū)域儲(chǔ)運(yùn)中心的規(guī)劃建設(shè); 》為保證商品車質(zhì)量，完善整車物流環(huán)節(jié)商品車質(zhì)量的閉環(huán)管理; 》為重點(diǎn)市場(chǎng)經(jīng)銷商開展的特殊優(yōu)質(zhì)服務(wù); 》以市場(chǎng)、客戶為導(dǎo)向的銷售物流客戶服務(wù)信息管理系統(tǒng)的建立; 》為保障客戶服務(wù)流程高質(zhì)量運(yùn)行的考核管理辦法的完善: 》為最終用戶提供的優(yōu)質(zhì)現(xiàn)場(chǎng)交接車服務(wù); 本文對(duì)如何完善上述方面的工作，進(jìn)行了全方面的詳細(xì)論述。關(guān)鍵詞:供應(yīng)鏈管理整車銷售物流管理差異化增值服務(wù) 顧客服務(wù)成本制約

【Abstract】 In past two years, our automobile market has expanded rapidly. The development of our automobile industry in 2003 and in 2004 far surpasses that of the national economy at the speed. At present, China is the third, accounting for 7.5%, on the list of global top consumption of automobiles.The overwhelming increase in consumption of autos brings along the increase in auto output, which provides the opportunity for auto logistics industry in China.Nowadays, the competition on the auto market is increasingly furious, as so many auto manufacturers show up with dozen of branded cars. The decisive factors to get achievement in the competition on the auto market are no longer what the brands are and how the product’s quality is. The short life cycle of a product, the difficulty to predict the market requirement and continually falling price of autos have changed the auto-market competition into the supply chains competition between the enterprises. The auto distribution logistic management as an important part of the supply chains in an enterprise plays an import roll in the success in the auto-market competitions.Compared with the developed countries, however, there exists a big difference in the auto distribution logistics in the auto manufacturers, mainly following 2 aspects:1. To high cost: more space to drop;2. Bad service of auto distribution logistics: hard to get an advantage of difference competition.Through the characteristics of the competition on the auto market and the detail analysis of the present status of auto distribution logistics industry of FAW-Volkswagen Company, this paper points out some problems existing in the auto distribution logistics management in FAW-Volkswagen Company and comes up with some concrete solutions.I.The lack of the holistic plan for auto distribution logistics managementThe first of all, since founded in 1997, FAW-Volkswagen Company has been applying the auto distribution logistic management system of the complete automobile according to the operating version of FAW-Car Company without the holistic plan which results in increasing the expense of the management, overlapping management, low efficiency of management, poor qualities of managers and bad logistic service, extra. So it is time to make a decision whether to employ the other logistics company to engage in or self-engage in the logistics.There are 2 main factors to make a decision. One is the effect of the auto distribution logistic management on the achievement of the enterprise and the other is the management ability that FAW-Volkswagen Company possesses. We should take the means of the self-engaged-in logistics in the light of the over-10-year management experience in the joint venture of FAW-Volkswagen Company. The biggest advantage of that is to drop the cost of sales logistics, and is good for the incorporate management of the company’s supply chains, and also, with the help of the rich management experience of the joint venturewe can do the benefit service of the difference of the complete auto logistics in the different market areas, and promote the sales.The second is that now the sales company fails to have such a department whose function should be all in one, that is, collection and disposition of orders, arrangement of the sources, management of the stock, logistics plans, and delivery plan. The substorage and transportation department and the sales department are in split condition, which have a bad effect on the holistic plan for the sales logistics. Because of too more sectors and less consideration, it is not plenary, scientific and reasonable to make a plan for the transportation as a result. The substorage and transportation department and sales department of the sales company should to be combined in inner-functions to increase the efficiency and improve the incorporate management for the supply chains. II. The lack of the realization of the importance to the service management of logistics.With the cruel and severe competition on the auto market, the expenses take on individuation and diversificat

【關(guān)鍵詞】 供應(yīng)鏈管理； 整車銷售物流管理； 差異化增值服務(wù)； 顧客服務(wù)； 成本制約；
【Key words】 supply chain management； auto distribution logistics management； difference-value-added service； customer service； cost control；

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  本文關(guān)鍵詞：一汽—大眾銷售有限責(zé)任公司整車銷售物流管理工作流程的再造，由筆耕文化傳播整理發(fā)布。

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