物流系統(tǒng)規(guī)劃與設(shè)計(jì)_2-文庫(kù)吧資料
2025-03-01 16:00本頁(yè)面
【正文】 first, customer first, 24hour service, provides doortodoor service. Thus, Procter Gamble, s of submitted the proposal of logistics needs to and carried an exploratory investigation of the logistics capacity and service level on . 圍繞著寶潔公司的物流需求，寶供設(shè)計(jì)了業(yè)務(wù)流程和發(fā)展方向，制定嚴(yán)格的流程管理制度，對(duì)寶潔公司產(chǎn)品“呵護(hù)倍至”，達(dá)到了寶潔公司的要求， Around the logistics demand of Procter Gamble, PGL designs business processes and the direction of development, process management system strictly, care a lot to Procter Gamble products, which reached the Procter Gamble Company’ s requirements, 同時(shí)寶供長(zhǎng)期良好合作的愿望以及認(rèn)真負(fù)責(zé)的合作態(tài)度，受到了寶潔公司的歡迎，使得寶供順利通過(guò)了考察。 在篩選第三方物流企業(yè)時(shí)，寶潔公司發(fā)現(xiàn)寶供承包鐵路貨運(yùn)轉(zhuǎn)運(yùn)站，以“質(zhì)量第一、顧客至上、 24小時(shí)服務(wù)”的經(jīng)營(yíng)特色，提供“門(mén)到門(mén)”的服務(wù)。 As the household products maker, Procter Gamble’ s demand for logistics services requires high demands on response time, service reliability and quality protection system. According to Logistics service needs and service requirements, there are two categories logistics enterprises entering the field of view of the Procter Gamble: the stateowned enterprises and private storage and shipping panies who occupy the dominant position of the logistics industry. After investigation and assessment, the Procter Gamble Company believes that stateowned logistics enterprise gets a single business , either just warehouse storage or responsibility only for rail transport, and storage warehouse equipment fall behind , imperfect quality protection system , the backward IT in transport, lack of employee awareness of service, and lack the guarantee to response time and service reliability. So, Procter Gamble Company focused on private transportation enterprise. 經(jīng)過(guò)調(diào)查評(píng)估，寶潔公司認(rèn)為當(dāng)時(shí)國(guó)有物流企業(yè)業(yè)務(wù)單一，要么只管倉(cāng)庫(kù)儲(chǔ)存，要么只負(fù)責(zé)聯(lián)系鐵路運(yùn)輸，而且儲(chǔ)存的倉(cāng)庫(kù)設(shè)備落后，質(zhì)量保護(hù)體系不完善，運(yùn)輸中信息技術(shù)落后，員工缺乏服務(wù)意識(shí)，響應(yīng)時(shí)間和服務(wù)可靠性得不到保證。 作為日用產(chǎn)品生產(chǎn)商，寶潔公司的物流服務(wù)需求對(duì)響應(yīng)時(shí)間、服務(wù)可靠性以及質(zhì)量保護(hù)體系具有很高的要求。對(duì)于剛剛進(jìn)入中國(guó)市場(chǎng)的寶潔公司，產(chǎn)品能否及時(shí)、快速地運(yùn)送到全國(guó)各地是其能否迅速搶占中國(guó)市場(chǎng)的重要環(huán)節(jié)。s largest consumer products manufacturers. Procter Gamble established a large production base in Guangdong since it entered the Chinese market in 1992. Whether the product is quickly transported to all parts of the country or not is an important part of its ability to quickly seize the Chinese market for Procter Gamble which has just entered the Chinese market. Procter Gamble in order to save the cost of transportation, besides road transport, seeking railway solutions has the demand for transport and logistics services. 美國(guó)寶潔公司是世界最大的日用消費(fèi)品生產(chǎn)企業(yè)。下面將以寶潔的案例來(lái)進(jìn)行分析。 A third option is where logistics is critical to the anization’ s strategy but internal personnel do not have the level of skills to deliver the required level of solution may be to find a firm which does have the petence in order that both firms can share in reduced costs through economies of scale. 相反，如果物流對(duì)于企業(yè)戰(zhàn)略并不是至關(guān)重要的，并且這個(gè)企業(yè)擁有在物流配送上有能力的人力資源，向一個(gè)不具備這項(xiàng)必要技能的合作者提供相關(guān)信息就像上述所說(shuō)的為了相同的原因合作那樣，也許對(duì)雙方都有益。 An example of such ananization is Dell sees manufacturing and marketing high technology PC hardware as their core petencies rather than logistics. They therefore outsource distribution to several third party providers. 第三個(gè)選項(xiàng)是物流對(duì)于企業(yè)戰(zhàn)略是至關(guān)重要的，但內(nèi)部人員沒(méi)有為客戶提供所需的服務(wù)水平的技能水平。戴爾將生產(chǎn)和銷(xiāo)售的高科技電腦硬件視為自己的核心競(jìng)爭(zhēng)力，而不是物流。 A pany that has high customer service requirements , significant logistics costs as a proportion of total costs, and an efficient logistics operation administered by petent personnel will likely decide to keep distribution inhouse. Asda is a pany that, because of its superior supply channel, has these characteristics. 對(duì)于那些不把物流作為中心戰(zhàn)略，并在公司內(nèi)部不具備高層次能力，把物流外包給第三方供應(yīng)商的組織提供了降低成本和通過(guò)更好的客戶服務(wù)，提高客戶滿意度的機(jī)會(huì)。 Deciding whether to keep the distribution inhouse or to use a third party provider,is a balance of 2 factors : how critical logistics is to the firm’ s success and how petent the firm is in managing the logistics function. The strategy to follow (as shown in Figure 30) depends on the position in which the pany finds itself. 一個(gè)公司 ,具有較高的客戶服務(wù)需求，物流成本在總成本中占很重要的比重，一批有能力的物流操作管理的主管人員可能會(huì)決定企業(yè)保持內(nèi)部配送。Peters等人 ,1998年 ） 決定是否保持內(nèi)部配送或使用第三方提供商，需要平衡以下兩方面的因素：物流對(duì)于企業(yè)
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