本文選題：國(guó)際貨運(yùn)代理 + 第三方物流��； 參考：《廣東外語(yǔ)外貿(mào)大學(xué)》2015年碩士論文

【摘要】：國(guó)際貨運(yùn)代理是國(guó)際運(yùn)輸?shù)闹饕M織者,在國(guó)際貿(mào)易中扮演著重要的角色。中國(guó)的國(guó)際貨運(yùn)代理業(yè)從2005年放寬行業(yè)監(jiān)管后發(fā)展十分迅猛,但總體而言落后于世界同業(yè)水平。DS華南公司是DS集團(tuán)在華南區(qū)域的全資子公司,從2007年成立以來(lái),經(jīng)歷了多年的快速發(fā)展,但是面臨著發(fā)展的瓶頸,需要戰(zhàn)略的調(diào)整來(lái)保證公司持續(xù)的發(fā)展。本文由DS華南公司面臨的挑戰(zhàn)和困境引出問(wèn)題,運(yùn)用PEST理論詳細(xì)分析了公司當(dāng)前所處的政治法律環(huán)境、經(jīng)濟(jì)環(huán)境、社會(huì)文化環(huán)境和技術(shù)環(huán)境等宏觀層面的外部環(huán)境,運(yùn)用五力模型分析現(xiàn)階段貨代行業(yè)中的競(jìng)爭(zhēng)態(tài)勢(shì),從而洞悉公司在當(dāng)前宏觀環(huán)境中面對(duì)的機(jī)會(huì)和威脅。本文以企業(yè)的資源觀為理論基礎(chǔ),從公司內(nèi)部資源如何讓公司具有持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)的角度,梳理總結(jié)了公司的內(nèi)部資源,明確了公司內(nèi)部資源的優(yōu)勢(shì)和劣勢(shì)。在前述分析的基礎(chǔ)上,本文確定了差異化是公司總的競(jìng)爭(zhēng)戰(zhàn)略,在此基礎(chǔ)上,運(yùn)用SWOT矩陣為工具,在公司新的戰(zhàn)略目標(biāo)的指導(dǎo)下,對(duì)公司面臨的機(jī)遇和威脅,公司擁有的優(yōu)勢(shì)和劣勢(shì)資源之間進(jìn)行匹配,選定了適合公司當(dāng)前實(shí)際需要的戰(zhàn)略是:鞏固傳統(tǒng)核心市場(chǎng),發(fā)展亞洲區(qū)域市場(chǎng),完善IT系統(tǒng)和發(fā)展第三方物流。針對(duì)這四個(gè)戰(zhàn)略,本文還建議了組織機(jī)構(gòu)調(diào)整,增加財(cái)務(wù)投入,完善激勵(lì)機(jī)制,加強(qiáng)營(yíng)銷以及人力資源保障四個(gè)方面的措施來(lái)保障戰(zhàn)略的成功和有效的實(shí)施。本文旨在通過(guò)執(zhí)行上述戰(zhàn)略,確保DS華南公司在激烈的市場(chǎng)競(jìng)爭(zhēng)中能夠保持持久的競(jìng)爭(zhēng)優(yōu)勢(shì),贏得優(yōu)于行業(yè)平均水平的利潤(rùn),占據(jù)有利的競(jìng)爭(zhēng)地位。同時(shí),配合DS集團(tuán)的全球布局,為客戶提供更加優(yōu)質(zhì)的物流服務(wù),實(shí)現(xiàn)持續(xù)優(yōu)化客戶物流資產(chǎn)平衡表的愿景。另外,通過(guò)以上的分析研究,也能為國(guó)內(nèi)的同行在競(jìng)爭(zhēng)戰(zhàn)略的分析,選擇和執(zhí)行上提供參考的意義。
[Abstract]:International freight forwarder is the main organizer of international transportation and plays an important role in international trade. China's international freight forwarding industry has developed rapidly since the deregulation of the industry in 2005, but in general it lags behind the world level. DS South China is a wholly owned subsidiary of DS Group in the South China region. Since its establishment in 2007, After years of rapid development, but facing the bottleneck of development, need to adjust the strategy to ensure the sustainable development of the company. Based on the challenges and difficulties faced by DS South China Company, this paper uses PEST theory to analyze in detail the external environment at the macro level, such as the political and legal environment, the economic environment, the social cultural environment and the technological environment, etc. This paper analyzes the competitive situation in the freight forwarding industry by using the five-force model, so as to understand the opportunities and threats faced by the company in the current macro environment. Based on the theory of enterprise resources, this paper summarizes the internal resources of the company from the angle of how the internal resources make the company have the sustainable competitive advantage, and clarifies the advantages and disadvantages of the internal resources of the company. On the basis of the above analysis, this paper determines that differentiation is the overall competitive strategy of the company. On this basis, using the SWOT matrix as a tool, under the guidance of the new strategic objectives of the company, the opportunities and threats to the company are identified. According to the matching between the advantages and disadvantages of the company, the strategy is to consolidate the traditional core market, develop the Asian regional market, perfect the IT system and develop the third party logistics (TPL). In view of these four strategies, this paper also proposes four measures to ensure the success and effective implementation of the strategy, such as organizational adjustment, increasing financial input, perfecting incentive mechanism, strengthening marketing and human resource guarantee. The purpose of this paper is to ensure that DS South China Company can maintain a lasting competitive advantage in the fierce market competition, win a profit superior to the average level of the industry, and occupy a favorable competitive position through carrying out the above strategy. At the same time, with DS Group's global layout, to provide customers with better quality logistics services, to achieve continuous optimization of customer logistics asset balance sheet vision. In addition, the above analysis and research can also provide reference for domestic peers in the analysis, selection and implementation of competition strategy.
【學(xué)位授予單位】：廣東外語(yǔ)外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F271;F752;F259.23

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