A公司國(guó)內(nèi)運(yùn)輸服務(wù)商招標(biāo)過(guò)程的改進(jìn)研究
發(fā)布時(shí)間：2018-12-26 10:57
【摘要】：國(guó)內(nèi)外企業(yè)面臨著經(jīng)營(yíng)壓力日益增大，，企業(yè)紛紛通過(guò)物流招標(biāo)轉(zhuǎn)向物流領(lǐng)域來(lái)尋求企業(yè)的“第三利潤(rùn)源泉”。然而，企業(yè)通過(guò)物流招標(biāo)能否尋找到合適的第三方物流服務(wù)商，能否達(dá)成“雙贏”的合作，能否真正地提高服務(wù)質(zhì)量和控制成本，其關(guān)鍵在于企業(yè)的物流招標(biāo)過(guò)程是否有效及完善。A公司于2010年進(jìn)行國(guó)內(nèi)運(yùn)輸外包的初次招標(biāo)，但初次外包合作的運(yùn)輸服務(wù)商在價(jià)格、服務(wù)及能力上沒(méi)有實(shí)現(xiàn)招標(biāo)的預(yù)期目標(biāo)，其根源在于A公司的國(guó)內(nèi)運(yùn)輸服務(wù)商招標(biāo)過(guò)程中存在不足之處。 本文基于業(yè)務(wù)流程管理的理論思想，首先，分析A公司國(guó)內(nèi)運(yùn)輸服務(wù)商招標(biāo)過(guò)程各階段的狀況；接著，通過(guò)訪談,運(yùn)用標(biāo)桿法、行業(yè)經(jīng)驗(yàn)法、文獻(xiàn)分析法等方法，進(jìn)行詳細(xì)地梳理和分析A公司在國(guó)內(nèi)運(yùn)輸服務(wù)商招標(biāo)過(guò)程各階段中存在的問(wèn)題。分析得出，在準(zhǔn)備階段：A公司的詢價(jià)書條款沒(méi)有清晰地體現(xiàn)其運(yùn)輸需求和操作難度、報(bào)價(jià)文件和服務(wù)標(biāo)準(zhǔn)沒(méi)有結(jié)合其運(yùn)輸需求的特殊性進(jìn)行細(xì)分、沒(méi)有對(duì)合適的運(yùn)輸服務(wù)商進(jìn)行初步篩選定位；在報(bào)價(jià)階段：A公司只給予投標(biāo)運(yùn)輸服務(wù)商一次提交報(bào)價(jià)和服務(wù)標(biāo)準(zhǔn)的機(jī)會(huì)；在現(xiàn)場(chǎng)階段：A公司的評(píng)估標(biāo)準(zhǔn)不全面及現(xiàn)場(chǎng)評(píng)估的評(píng)分統(tǒng)計(jì)不合理；在定標(biāo)階段：A公司只是以價(jià)格作為定標(biāo)的關(guān)鍵并且沒(méi)有進(jìn)行相關(guān)的背景調(diào)查工作。 本文針對(duì)上述問(wèn)題，對(duì)A公司國(guó)內(nèi)運(yùn)輸服務(wù)商招標(biāo)過(guò)程的各階段中存在的問(wèn)題提出改進(jìn)方案。首先，通過(guò)參考文獻(xiàn)資料、分析A公司數(shù)據(jù)資料、總結(jié)運(yùn)作經(jīng)驗(yàn)、參照其他行業(yè)Y公司經(jīng)驗(yàn)（標(biāo)桿法）、進(jìn)行物流市場(chǎng)細(xì)分定位等方法來(lái)改進(jìn)招標(biāo)的準(zhǔn)備階段，使A公司清晰地呈現(xiàn)其物流需求并篩選定位其投標(biāo)運(yùn)輸服務(wù)商；其次，結(jié)合博弈論的理論方法來(lái)改進(jìn)招標(biāo)的報(bào)價(jià)階段，使A公司能得到較真實(shí)較優(yōu)的報(bào)價(jià)；接著，運(yùn)用調(diào)查問(wèn)卷等方法來(lái)改進(jìn)現(xiàn)場(chǎng)階段，從而合理地設(shè)置評(píng)估標(biāo)準(zhǔn)和評(píng)估權(quán)重來(lái)評(píng)估投標(biāo)運(yùn)輸服務(wù)商的能力；最后，采用參照A集團(tuán)亞太國(guó)家的經(jīng)驗(yàn)（標(biāo)桿法）、訪談A公司高層等方法來(lái)改進(jìn)定標(biāo)階段，設(shè)置能力、價(jià)格、服務(wù)的綜合評(píng)估權(quán)重，并設(shè)計(jì)背景調(diào)查，從而綜合地評(píng)估投標(biāo)運(yùn)輸服務(wù)商來(lái)進(jìn)行定標(biāo)。 本文將此改進(jìn)后的招標(biāo)運(yùn)用在實(shí)踐中，A公司尋找到了其合適的國(guó)內(nèi)運(yùn)輸服務(wù)商，實(shí)現(xiàn)了提升對(duì)客戶的運(yùn)輸服務(wù)水平和響應(yīng)能力并不斷地降低其成本，推進(jìn)A公司業(yè)務(wù)的發(fā)展戰(zhàn)略。本文的研究豐富了國(guó)內(nèi)運(yùn)輸服務(wù)商招標(biāo)理論體系，同時(shí)為A集團(tuán)和相關(guān)行業(yè)內(nèi)公司在國(guó)內(nèi)運(yùn)輸服務(wù)商招標(biāo)上提供實(shí)踐的借鑒和參考意義。
[Abstract]:Enterprises at home and abroad are facing increasing pressure of operation. Enterprises turn to logistics field through logistics bidding to seek the "third profit source". However, can enterprises find suitable third-party logistics service providers through logistics bidding, can they achieve "win-win" cooperation, can they really improve service quality and control costs? The key lies in whether the logistics bidding process of the enterprise is effective and consummated. Company A conducted the initial tender for domestic transportation outsourcing in 2010, but the initial outsourcing cooperation transport service provider failed to achieve the expected target of bidding in price, service and capability. Its root lies in A company's domestic transportation service provider bidding process exists the insufficiency. Based on the theory of business process management, first of all, the paper analyzes the status of each stage of the bidding process of domestic transportation service provider of A company. Then, through interviews, the use of benchmarking method, industry experience method, literature analysis and other methods, detailed combing and analysis of A company in the domestic transport service provider bidding process in each stage of the existing problems. It is concluded that in the preparation stage: the terms of the inquiry letter of Company A do not clearly reflect its transportation demand and operational difficulty, and the quotation documents and service standards are not subdivided according to the particularity of its transportation demand. No initial screening of suitable transport providers; In the quotation stage: company A only gives the bidding transportation service provider the opportunity to submit the quotation and service standard once; at the site stage: the evaluation standard of company A is not comprehensive and the scoring statistics of the on-site evaluation are unreasonable; During the calibration phase: company A only uses price as the key to calibration and does not carry out relevant background checks. In view of the above problems, this paper puts forward the improvement scheme for the problems existing in each stage of the bidding process of the domestic transportation service providers of Company A. First of all, by referring to the literature, analyzing the data of A company, summarizing the operation experience, referring to the experience of Y company in other industries (benchmarking method), and carrying out logistics market segmentation and positioning methods to improve the preparation stage of bidding. To make company A clearly present its logistics needs and to select and locate its bidding transport service providers; Secondly, combining the theory and method of game theory to improve the bidding stage, so that A company can get a more real and better quotation; Then, using questionnaire and other methods to improve the field stage, so as to reasonably set the evaluation criteria and evaluation weight to evaluate the ability of the bidding transport service provider; Finally, referring to the experience of Group A countries in Asia Pacific (benchmarking method) and interviewing the senior level of A Company, we can improve the calibration stage, set up the comprehensive evaluation weight of capability, price and service, and design background check. Thus a comprehensive evaluation of the tender transport service provider to carry out the calibration. In this paper, the improved bidding is applied in practice. Company A has found a suitable domestic transportation service provider, which can improve the transportation service level and response ability to customers and reduce the cost continuously. Promote A company's business development strategy. The research in this paper enriches the bidding theory system of domestic transport service providers, and provides reference and reference for A group and related companies in domestic transport services bidding.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F512.6
本文編號(hào)：2392017
[Abstract]:Enterprises at home and abroad are facing increasing pressure of operation. Enterprises turn to logistics field through logistics bidding to seek the "third profit source". However, can enterprises find suitable third-party logistics service providers through logistics bidding, can they achieve "win-win" cooperation, can they really improve service quality and control costs? The key lies in whether the logistics bidding process of the enterprise is effective and consummated. Company A conducted the initial tender for domestic transportation outsourcing in 2010, but the initial outsourcing cooperation transport service provider failed to achieve the expected target of bidding in price, service and capability. Its root lies in A company's domestic transportation service provider bidding process exists the insufficiency. Based on the theory of business process management, first of all, the paper analyzes the status of each stage of the bidding process of domestic transportation service provider of A company. Then, through interviews, the use of benchmarking method, industry experience method, literature analysis and other methods, detailed combing and analysis of A company in the domestic transport service provider bidding process in each stage of the existing problems. It is concluded that in the preparation stage: the terms of the inquiry letter of Company A do not clearly reflect its transportation demand and operational difficulty, and the quotation documents and service standards are not subdivided according to the particularity of its transportation demand. No initial screening of suitable transport providers; In the quotation stage: company A only gives the bidding transportation service provider the opportunity to submit the quotation and service standard once; at the site stage: the evaluation standard of company A is not comprehensive and the scoring statistics of the on-site evaluation are unreasonable; During the calibration phase: company A only uses price as the key to calibration and does not carry out relevant background checks. In view of the above problems, this paper puts forward the improvement scheme for the problems existing in each stage of the bidding process of the domestic transportation service providers of Company A. First of all, by referring to the literature, analyzing the data of A company, summarizing the operation experience, referring to the experience of Y company in other industries (benchmarking method), and carrying out logistics market segmentation and positioning methods to improve the preparation stage of bidding. To make company A clearly present its logistics needs and to select and locate its bidding transport service providers; Secondly, combining the theory and method of game theory to improve the bidding stage, so that A company can get a more real and better quotation; Then, using questionnaire and other methods to improve the field stage, so as to reasonably set the evaluation criteria and evaluation weight to evaluate the ability of the bidding transport service provider; Finally, referring to the experience of Group A countries in Asia Pacific (benchmarking method) and interviewing the senior level of A Company, we can improve the calibration stage, set up the comprehensive evaluation weight of capability, price and service, and design background check. Thus a comprehensive evaluation of the tender transport service provider to carry out the calibration. In this paper, the improved bidding is applied in practice. Company A has found a suitable domestic transportation service provider, which can improve the transportation service level and response ability to customers and reduce the cost continuously. Promote A company's business development strategy. The research in this paper enriches the bidding theory system of domestic transport service providers, and provides reference and reference for A group and related companies in domestic transport services bidding.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F512.6
【參考文獻(xiàn)】
相關(guān)期刊論文 前1條
1 黃健柏;朱學(xué)紅;鐘美瑞;;招標(biāo)投標(biāo)活動(dòng)中報(bào)價(jià)策略的博弈論解釋[J];建筑技術(shù);2006年01期
本文編號(hào)：2392017
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