【摘要】：在集裝箱運輸成本結構中,集裝箱成本是僅次于港口使費、船舶固定成本的第三大項目,占總成本支出的20-25%左右。如何能最大限度降低箱管成本,已成為各家班輪公司亟需解決的問題。同時,為加快集裝箱周轉及使用率,班輪公司普遍利用征收集裝箱滯箱費來作為降低集裝箱停留成本的一種費收補貼。而本文論述的重點正是通過對A公司滯箱費管理進行實證研究,提出如何管理好這項費收補貼,使其最大限度的發(fā)揮費收杠桿作用。 本文首先介紹集裝箱運輸業(yè)務流程,并對集裝箱滯箱費征收原因、滯箱費含義、類型、發(fā)生原因及計算規(guī)則進行概述;同時,還對滯箱費管理中涉及的風險因素進行敘述。其次,按照“提出問題——分析問題——解決問題”的邏輯思路,結合風險管理中相關的理論依據(jù),并聯(lián)系本人的實際工作經(jīng)驗,綜合分析企業(yè)目前在集裝箱滯箱費管理上存在的問題及成因。最后,通過理論結合實際,針對A公司滯箱費管理上存在的弊端,探索滯箱費管理的各項優(yōu)化措施,從而提升A公司滯箱費管理水平。這些優(yōu)化措施主要集中在三個方面： 第一,系統(tǒng)改造方面。分別對滯箱費計算規(guī)則優(yōu)化、減免審批及報賬系統(tǒng)化、客戶管理及信用管理系統(tǒng)建設、提供客戶增值服務方面提出建議。 第二,業(yè)務流程再造方面。主要針對滯箱費應收賬款管理提出如何加強事前、事中、事后管理的建議。 第三,客戶管理優(yōu)化方面。通過建立健全客戶及信用管理系統(tǒng),從而完善客戶綜合評價體系。
[Abstract]:In the cost structure of container transportation, container cost is the third largest item after port cost and ship fixed cost, accounting for 20-25% of total cost expenditure. How to minimize the cost of container tube has become an urgent problem for each liner company. At the same time, in order to speed up the container turnover and utilization rate, liner companies generally use the container lag fee as a subsidy to reduce the cost of container stay. The emphasis of this paper is to make an empirical study on the management of the lag fee in Company A, and put forward how to manage the subsidy to maximize the leverage of the fee collection. This paper first introduces the business process of container transportation, and summarizes the reasons, the meaning, the type, the causes and the calculation rules of the container lag fee. At the same time, it also describes the risk factors involved in the management of the container lag fee. Secondly, according to the logical thinking of "posing problem-analyzing problem-solving problem", combining the relevant theoretical basis of risk management, and connecting with my practical work experience, This paper comprehensively analyzes the problems existing in the management of container lag charges in enterprises and their causes. Finally, through the combination of theory and practice, aiming at the malpractice of the management of the lag fee in company A, this paper explores the optimization measures of the management of the fee in order to improve the level of the management of the fee in company A. These optimization measures mainly focus on three aspects: first, system transformation. Suggestions are made on the optimization of the calculation rules, the systematization of exemption, approval and reporting, the construction of customer management and credit management system, and the provision of customer value-added services. Second, business process reengineering. This paper puts forward some suggestions on how to strengthen the management of accounts receivable in advance. Third, customer management optimization. By establishing and perfecting customer and credit management system, we can perfect customer comprehensive evaluation system.
【學位授予單位】：大連海事大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F552.6;F275

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