本文選題：快遞　切入點(diǎn)：網(wǎng)絡(luò)結(jié)構(gòu)　出處：《華南理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著社會(huì)分工不斷細(xì)化、國(guó)內(nèi)外貿(mào)易迅猛發(fā)展、電子商務(wù)的爆發(fā)式增長(zhǎng)，我國(guó)物流活動(dòng)日益頻繁，業(yè)務(wù)規(guī)模穩(wěn)居世界前三。其中快遞行業(yè)更是異軍突起，最早向規(guī)模化、標(biāo)準(zhǔn)化的方向前進(jìn)。經(jīng)過多年的發(fā)展，競(jìng)爭(zhēng)格局初步顯現(xiàn)，主要對(duì)手圍繞速度、質(zhì)量、服務(wù)、成本等核心要素相比拼， F速運(yùn)公司（以下簡(jiǎn)稱F公司）暫時(shí)在關(guān)鍵性領(lǐng)域處于領(lǐng)先地位。 F公司于1993年成立于廣東省順德市，最初經(jīng)營(yíng)廣東至香港的單線快遞業(yè)務(wù)，經(jīng)過十多年的不懈努力從蝸隅中山，到立足珠三角，到布局長(zhǎng)三角；從華南地區(qū)先后擴(kuò)展至華東、華中、華北地區(qū)；從中國(guó)大陸延展到香港、臺(tái)灣，直至海外，成為中國(guó)快遞業(yè)的領(lǐng)頭羊。F公司為保證速度、質(zhì)量、服務(wù)等領(lǐng)域的核心競(jìng)爭(zhēng)力，，每年都投入巨資完善由公司統(tǒng)一管理的自有服務(wù)網(wǎng)絡(luò)，使得該公司一直擁有最好的行業(yè)口碑，忠誠(chéng)用戶群體。 F公司目前擁有四大集散中心，承擔(dān)整個(gè)網(wǎng)絡(luò)的分揀發(fā)運(yùn)工作，其規(guī)劃布局與網(wǎng)絡(luò)結(jié)構(gòu)的合理性，對(duì)公司的運(yùn)營(yíng)成本、時(shí)效與質(zhì)量起著決定性的影響。因此有必要通過本文的研究分析尋找它存在的問題，制定優(yōu)化思路。 文章將分四個(gè)階段來(lái)探討F公司的案例，得出有價(jià)值的結(jié)論和建議。第一部分介紹了選題背景與意義，國(guó)內(nèi)外的研究狀況，本文的研究?jī)?nèi)容與思路；第二部分為案例簡(jiǎn)介，首先介紹F公司的整體概況，再展示其全網(wǎng)集散中心的整體布局、選取具有代表性的華南集散中心做詳細(xì)介紹；第三部分為案例分析，首先分析了公司的內(nèi)外部環(huán)境，再對(duì)F公司及華南集散中心的網(wǎng)點(diǎn)布局與網(wǎng)絡(luò)結(jié)構(gòu)重點(diǎn)研究，找出其問題和不足，為后文優(yōu)化設(shè)計(jì)指明方向；第四部分是本文的重點(diǎn)，在大量參閱國(guó)內(nèi)外相關(guān)文獻(xiàn)的基礎(chǔ)上，結(jié)合行業(yè)態(tài)勢(shì)以及F公司多年的經(jīng)營(yíng)數(shù)據(jù)，擬定系統(tǒng)系規(guī)劃布局策略，對(duì)全網(wǎng)集散中心布局、華南集散中心規(guī)劃提出建議；最后對(duì)全文簡(jiǎn)要總結(jié)，對(duì)F公司及其集散中心的未來(lái)發(fā)展進(jìn)行展望。 本文希望通過對(duì)F公司經(jīng)營(yíng)環(huán)境的分析，對(duì)核心經(jīng)營(yíng)要素集散中心的研究，尋找可能的問題并給出優(yōu)化建議，提升網(wǎng)絡(luò)運(yùn)轉(zhuǎn)效率，降低運(yùn)營(yíng)關(guān)鍵成本，提高企業(yè)競(jìng)爭(zhēng)力。這對(duì)F公司經(jīng)營(yíng)發(fā)展有著重要參考價(jià)值，同時(shí)對(duì)相關(guān)企業(yè)也有借鑒意義。
[Abstract]:With the continuous refinement of the social division of labor, the rapid development of domestic and foreign trade, the explosive growth of e-commerce, the increasingly frequent logistics activities in China and the steady ranking of the business scale among the top three in the world, the express delivery industry is even more sudden and the earliest to scale. After years of development, the competition pattern has initially emerged. The main competitors revolve around speed, quality, and service. Cost and other core elements, F Express Company (hereinafter referred to as F Company) in key areas temporarily in the leading position. Company F was founded in Shunde City, Guangdong Province in 1993. It initially operated the single-line express service from Guangdong to Hong Kong. After more than a decade of unremitting efforts, from Cokei Zhongshan to the Pearl River Delta, to the Yangtze River Delta, and from South China to East China, Huazhong, North China; extends from mainland China to Hong Kong, Taiwan, and overseas to become the leader of China's express delivery industry. F Company guarantees the core competitiveness in the fields of speed, quality, service, etc. Every year, we invest a lot of money to perfect our own service network, which makes our company have the best reputation and loyal users. At present, company F has four major distribution centers, which are responsible for sorting and shipping the whole network. Its planning, layout, and rationality of network structure, as well as the operating costs of the company, Aging and quality play a decisive role, so it is necessary to find out the existing problems through the research and analysis of this paper, and to formulate the optimization ideas. The article will be divided into four stages to explore the case of F company, draw valuable conclusions and suggestions. The first part introduces the background and significance of the topic, the domestic and foreign research situation, the research content and ideas of this paper; the second part is a case introduction. Firstly, it introduces the overall situation of F Company, then shows the overall layout of its whole network distribution center, and selects the representative South China Distribution Center to make a detailed introduction. The third part is the case study, first of all, it analyzes the internal and external environment of the company. Then, the paper studies the distribution and network structure of F Company and South China Distribution Center, finds out its problems and shortcomings, and points out the direction for the future optimization design. The fourth part is the focus of this paper, on the basis of a large number of references at home and abroad. Combining with the industry situation and the management data of F Company for many years, this paper draws up the system planning and layout strategy, and puts forward some suggestions for the layout of the whole network distribution center and the South China distribution center. The future development of F Company and its distribution center is prospected. This paper hopes that through the analysis of the operating environment of F Company, the research on the distribution center of the core management elements, we can find out the possible problems and give some suggestions to optimize the operation efficiency of the network and reduce the key operating costs. It has important reference value for F company's management and development, and also has reference significance for related enterprises.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F259.23

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本文編號(hào)：1646428