A班輪公司集裝箱滯箱費(fèi)管理優(yōu)化研究
[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(xué)位授予單位】:大連海事大學(xué)
【學(xué)位級(jí)別】:碩士
【學(xué)位授予年份】:2013
【分類號(hào)】:F552.6;F275
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