本文關(guān)鍵詞：D物流公司運(yùn)營管理分析與改進(jìn)　出處：《華東理工大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 第三方物流 運(yùn)營管理 配送 供應(yīng)商選擇指標(biāo) 供應(yīng)商選擇方法

【摘要】：隨著社會(huì)經(jīng)濟(jì)的發(fā)展和社會(huì)分工日益精細(xì)化,市場(chǎng)競爭也越來越激烈,面對(duì)激烈的競爭市場(chǎng),企業(yè)需要提高自身的競爭力,就必須將精力集中到企業(yè)的核心業(yè)務(wù)上,因此更多的企業(yè)選擇將非核心業(yè)務(wù)的物流承包給專業(yè)的物流企業(yè),于是第三方物流企業(yè)應(yīng)運(yùn)而生。被公認(rèn)為“第三利潤源”的第三方物流得到了迅速發(fā)展,并在物流市場(chǎng)中扮演越來越重要角色,對(duì)經(jīng)濟(jì)的影響日益明顯。第三方物流的發(fā)展不僅降低了生產(chǎn)型企業(yè)的物流成本,而且整合了社會(huì)上眾多閑散的資源,帶動(dòng)了與物流服務(wù)相關(guān)的諸多領(lǐng)域的發(fā)展,刺激了國民經(jīng)濟(jì)又好又快的發(fā)展。 本文以D物流公司作為研究對(duì)象,對(duì)其運(yùn)營管理中的問題逐個(gè)分析,并研究解決優(yōu)化方案。作為專業(yè)的第三方物流,有效的整合物流資源,實(shí)現(xiàn)規(guī)�；\(yùn)作,提高服務(wù)質(zhì)量,在全社會(huì)范圍內(nèi)節(jié)約生產(chǎn)成本,有利于生產(chǎn)型企業(yè)的良性成長,對(duì)降低物流成本和提高該企業(yè)的競爭力具有十分重要的理論意義和現(xiàn)實(shí)意義。 首先,本文在第三方物流理論分析的基礎(chǔ)上,對(duì)運(yùn)營組織結(jié)構(gòu)、運(yùn)營管理及配送時(shí)效相關(guān)理論進(jìn)行了詳細(xì)的剖析,同時(shí)也對(duì)供應(yīng)商選擇方法進(jìn)行了介紹。 其次,本文介紹了D物流公司的概況和該企業(yè)的內(nèi)外部環(huán)境,對(duì)D物流公司實(shí)際存在的運(yùn)營組織結(jié)構(gòu)不健全、配送業(yè)務(wù)準(zhǔn)點(diǎn)率不高及供應(yīng)商選擇方法不合理等問題進(jìn)行了詳細(xì)分析,并闡述了這些問題產(chǎn)生的不良影響。 最后,在確立優(yōu)化組織結(jié)構(gòu)目標(biāo)和基本原則的基礎(chǔ)上,通過對(duì)組織結(jié)構(gòu)設(shè)計(jì)思路和業(yè)務(wù)流程的調(diào)整,最終確認(rèn)組織結(jié)構(gòu)優(yōu)化的設(shè)計(jì)方案。同時(shí)對(duì)配送準(zhǔn)點(diǎn)率的問題分別從內(nèi)部配送業(yè)務(wù)流程和管理辦法、末端配送中心的每個(gè)環(huán)節(jié)進(jìn)行優(yōu)化和改進(jìn),提高D物流公司的運(yùn)營管理水平。通過優(yōu)化供應(yīng)商選擇方法和流程,確立了選擇供應(yīng)商的評(píng)估指標(biāo)權(quán)重,優(yōu)化選擇方法,從而確保選擇合適的供應(yīng)商為之服務(wù),提高運(yùn)營質(zhì)量。
[Abstract]:With the development of social economy and the increasing refinement of social division of labor, the market competition is becoming more and more fierce. In the face of fierce competition market, enterprises need to improve their competitiveness. Must concentrate on the core business of the enterprise, so more enterprises choose to contract the non-core business logistics to the professional logistics enterprises. As a result, third-party logistics enterprises came into being. The third party logistics, which is recognized as the "third profit source", has developed rapidly and played a more and more important role in the logistics market. The development of the third party logistics not only reduces the logistics cost of the production enterprises, but also integrates many idle resources in the society, and drives the development of many fields related to logistics services. It stimulated the sound and rapid development of the national economy. This paper takes D logistics company as the research object, analyzes the problems in its operation management one by one, and studies how to solve the optimization scheme. As a professional third party logistics, it can effectively integrate logistics resources and realize large-scale operation. Improving the service quality and saving the production cost in the whole society is beneficial to the benign growth of the production-oriented enterprise. It is of great theoretical and practical significance to reduce the logistics cost and improve the competitiveness of the enterprise. Firstly, based on the theoretical analysis of third party logistics, this paper makes a detailed analysis of the operation organization structure, operation management and distribution prescription theory, and also introduces the method of supplier selection. Secondly, this paper introduces the general situation of D logistics company and the internal and external environment of the enterprise, the actual operating organization structure of D logistics company is not perfect. In this paper, the problems of low punctuality rate and unreasonable supplier selection are analyzed in detail, and the negative effects of these problems are expounded. Finally, on the basis of establishing the objectives and basic principles of optimizing the organizational structure, the paper adjusts the thinking of organizational structure design and the business process. Finally confirm the design plan of organizational structure optimization. At the same time, optimize and improve the distribution punctuality from the internal distribution business process and management methods, each link of the terminal distribution center. Improve D logistics company's operation management level. Through optimizing the supplier selection method and process, established the selection supplier evaluation index weight, optimized the selection method, thus ensured the suitable supplier to serve it. Improve operation quality.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F259.1

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