What are the disadvantages of the rapid development of enterprises?

Disadvantages of traditional logistics

The so-called traditional logistics enterprise refers to the material enterprise under the planned economy system, which has undergone transformation and reorganization. Including warehouses of provincial branches under China Storage and Transportation Corporation, specialized companies under former provincial and municipal materials bureaus in ministry of materials and equipment, and restructured logistics enterprises such as first-class stations and production management offices in various regions.

1. The operation of traditional logistics enterprises is mostly based on the professional mode of functional departments. Specialized division of labor can improve the efficiency of individual logistics activities, but the total efficiency of the system is not equal to the simple sum of individual logistics activities.

2. The organizational structure of traditional logistics enterprises is bureaucratic structure, which is characterized by many functional departments, multiple levels and strict hierarchical system, and has lagged far behind economic development.

3. Traditional logistics enterprises have disadvantages in the application of information technology. Due to the low quality of employees, many business departments are still using manual operation, which is extremely unsuitable for customer requirements.

Business process reengineering

From the external environment, since the 1990s, with the arrival of knowledge economy, knowledge and intellectual capital have become more important in the economy, which puts forward new requirements for business processes. The information technology revolution has brought the application of digital technology, computer and network technology; Economic globalization has developed to a new stage. Faced with the above three major changes, traditional logistics enterprises must calmly study the living environment they face, re-examine many deep-rooted theories and concepts, re-examine traditional business processes, and actively re-engineer business processes to adapt to the development of the times.

From the inside of traditional logistics enterprises, the development strategy of traditional logistics enterprises has changed a lot; The scale of the enterprise is constantly expanding, and its operational strength is greatly enhanced; The defects of the organizational structure itself have been exposed and have not adapted to the current economic situation.

With the deepening of reform and opening up and the implementation of the reform plan of state-owned enterprises, the market has formed a complex and diverse circulation pattern. The rise of new formats, such as chain operation, e-commerce, logistics and distribution, has triggered profound changes in circulation organization and mode. "Modern logistics" is regarded as the third profit source, and traditional logistics enterprises are facing severe challenges. There is an urgent need for business process reengineering for important indicators such as cost, quality, service and speed. Its necessity lies in: the need of market competition, in which traditional logistics enterprises are already at a disadvantage; The need of economic integration, with the acceleration of economic integration, the scale of global trade will increase rapidly, which puts forward higher requirements for the efficiency of logistics activities and the rapid response ability of logistics; With the development of e-commerce, the appearance of e-commerce has changed the traditional marketing model and put forward new requirements for logistics process.

Implementation method of reengineering project

As we all know, enterprise process determines the way of enterprise activities, and enterprise process affects the company's operating performance. So, how do traditional logistics enterprises carry out process reengineering?

Traditional logistics enterprise process reengineering can be divided into three stages:

Analyze the original process. Understand the general situation, advantages and disadvantages of the original process, and find the breakthrough point of process reengineering. The most effective analysis method is to draw the original flow chart and understand the functions, advantages and disadvantages of each link in the process in detail. To analyze the existing process, we can list the problems in the existing process by brainstorming. Such as: input/output link errors, redundant steps and other local problems, find out the gap between the status quo and the ideal.

Combined with the current market demand, the technological process was designed. Define and analyze the concept of new process; Detailed design of new technology; Design human resource structure; Analysis and design of information system.

Implementation of new process. At this stage, we should first make clear the organizational structure of implementation, communicate with relevant departments and employees, and provide training. At the same time, make a plan, including how to do it. Who will do it? When will it be done? We should also do a good job in risk analysis, that is, the possibility of failure and countermeasures. Then, we need to get the approval of leaders in organizational structure, plan and resource allocation before we can really start implementation.

The key to the success of business process transformation lies in: the support of senior management; It is best to design by the representatives of relevant departments, rather than relying entirely on external forces, so as to ensure that the new process is easily accepted and implemented; Staff training is very important; Full participation of the company; There is cooperation between customers and suppliers; Correct use of information technology; Set posts according to process requirements; Make an implementation plan and choose the right time; Continuous improvement.

China Storage and Transportation Company is a successful case of BPR. With the strong support of the top management of the head office, a company transformation leading group was established, which cooperated closely, divided the work and cooperated, mobilized the whole company, and carried out business process reengineering drastically. Firstly, experts are hired to diagnose the enterprise, find out the crux of the problem, and refer to the successful operation mode of internationally renowned companies to determine that the business division management mode is feasible. The establishment of logistics centers in various provinces, shortening the management level, flattening the organization, continuing the warehousing and distribution business, and expanding the emerging banking pledge business have achieved gratifying results. Secondly, business process design is carried out. The head office directly monitors all grass-roots companies, systematically applies information technology and network technology, and establishes a "digital warehouse" ERP system to make efficient and efficient information transmission and logistics activities satisfy customers. Finally, the head office actively reformed and became a well-known listed company, transforming a traditional logistics enterprise on the verge of bankruptcy into a powerful new logistics enterprise, and its business income and profits increased year after year.

It should be pointed out that business process reengineering is not a simple application of computer in the process of realizing office automation. There is a big difference between the two, which should not be equated with the computerization of business operations.

Reengineering performance evaluation

It is very important to evaluate the performance of the reorganized business process as soon as possible. After the project was put into use, a number of economic benefit indicators appeared. The data of cost reduction, the index of logistics speed improvement, the improvement of service efficiency and the high satisfaction of customers can all be used as indicators to measure the success of the project. The remarkable growth and leap of performance is the symbol and feature of business process reengineering.

With the arrival of the new economic era, the intensification of market competition, the renewal of business philosophy, the government and society pay more and more attention to logistics, especially the development of the Internet, which has played a catalytic role in logistics to a certain extent and made the process reengineering of traditional logistics enterprises inevitable. Starting from this situation, traditional logistics enterprises should pay attention to their internal and external business processes and conduct comprehensive and in-depth reflection and redesign on practical factors such as process methods and links. , so as to speed up the processing speed, reduce the processing cost and enhance the flexibility of processing, so as to quickly respond to customer needs and enhance the market competitiveness of enterprises.

Although faced with difficulties such as operating mechanism, shortage of talents, lagging information network and institutional obstacles, China logistics enterprises still need to work hard in the cracks to meet the challenges of international logistics industry.

A painful transformation

Wang Shusheng, chairman of Daejeon Logistics, said in an interview that Daejeon Group is a private enterprise that has grown for more than 10 years, and is currently setting up a domestic express delivery network, focusing on the domestic express delivery market. He believes that it is difficult for domestic enterprises to provide comprehensive logistics services, so the logistics industry in China must segment the market according to the actual situation and conduct business with flexible management mechanism.

Ye, general manager of COSCO Logistics Co., Ltd. also believes that the transformation from traditional freight forwarding business to modern logistics enterprises must expand the market and business according to the differences of each enterprise.

In the interview, the reporter found that the concept of modern logistics has different understandings in enterprises, as Lu Yuping, president of Datong International Transportation Co., Ltd. said: "Opening up the market is a painful transition experience."

The serious imbalance between supply and demand of talents is also one of the important factors that plague the development of logistics in China. China Logistics Development Report in 2002 shows that there are about 650,000 logistics professionals in China at present. However, with the rapid development of the logistics industry in China, the demand for domestic logistics professionals is as high as 6 million.

At the same time, the demand for senior logistics management talents is also increasing. It is estimated that by 20 10, the country will need 200,300,000 senior logistics talents. Because the academic education, vocational training and post qualification training of logistics professionals in China have not been generally and effectively carried out, the current shortage of logistics talents has become a prominent problem that restricts the development of modern logistics.

Information network to be connected

Wang Xiaopei, general manager of Tianjin Branch of Datong International Transportation Company, told the reporter that the national information platform is still not perfect, and the domestic logistics environment and infrastructure are not satisfactory at present, and there are not many enterprises that really have the awareness or ability of "third party logistics" service.

Yu Shiping, general manager of Sinotrans Tianjin Branch, stood in the computer terminal control room of the branch, pointing to advanced instruments. Although relying on these advanced technologies, on the whole, the application of information technology in China's logistics enterprises is still insufficient, and it is necessary to use information technology to integrate logistics elements.

Xiao Gang, general manager of Daejeon Tianjin Branch, said that with the help of effective information technology, new enterprise logistics strategies such as just-in-time system, zero inventory, multi-variety and small batch, and * * * same distribution have emerged.

Wang Guoqin, general manager of COSCO Logistics Dalian Branch, thinks that the difference between logistics and traditional logistics is that the former applies high-speed information technology to the whole logistics process. He said that information technology has improved the level of traditional logistics industry, expanded the location of distribution center from manufacturing to retail, reduced warehousing links and formed a new circulation model.

However, the problem is that information industry and information technology have developed rapidly with their technical characteristics and extensive social needs, while capital flow, especially logistics, cannot adapt to the trend of added value growth in circulation links in supply chain due to obstacles in system and technical facilities.

Institutional obstacles to be eliminated

Guo Xizhe, the logistics development department of Sinotrans Tianjin Branch, provided such a detail: a truck with a quasi-load of 8 tons actually loaded 32 tons of goods during transportation. Guo Xizhe said that in the collection of road maintenance fees, an 8-ton truck in Tianjin is 340 yuan/ton per month, and Cangzhou in Hebei is 180 yuan. In order to reduce the cost, we must pressurize the car.

According to an insider, due to the disadvantages of the system, under the inertia of the planned economic system in the past, the interests of various industries and departments were divided, and all departments were unified from top to bottom, and all had their own logistics systems, logistics facilities and resources. It was difficult for all departments to form a logistics synergy for their own interests, let alone formulate a unified, coordinated and executable logistics development strategy. In addition, local protectionism has also artificially hindered the normal development of logistics.

Zhang Shiquan, deputy director of itei, estimates that the proportion of circulation cost in GDP in China is now above 25%, while that in developed countries such as the United States has dropped to around 10%.

Wang Guoqin believes that in logistics management, there is a big gap between the competitive advantage of multinational companies and the backward logistics management of China enterprises. Nowadays, the entry of more and more multinational logistics enterprises has become another opportunity for logistics enterprises to improve their management and development, which will be a huge challenge for those logistics enterprises that adhere to the principle of "full load without delivery".

According to industry analysis, transportation, warehousing and other logistics industries used to be regarded as strategic industries related to the lifeline of the national economy, but they were not completely open. Many enterprises monopolize business, have no competitors, have no concept of cost and benefit, and have not organized logistics activities according to customer needs, which leads to these enterprises being in a passive situation now.

Zhang Shiquan said that the biggest bottleneck of our current logistics development is the system. If this problem is not solved, the development of information technology and information industry will not last long, nor will it promote and transform other industries, especially the traditional logistics industry.

Informatization has become the bottleneck of development.

Modern logistics enterprises have three signs: chain operation, logistics distribution and logistics informatization. Taking Zhengzhou as an example, in contrast, Zhengzhou logistics enterprises are far from reaching the corresponding level. Zhengzhou logistics enterprises are generally small in scale and not competitive. According to statistics, in the first half of this year, there were only 1 1 enterprises with operating income exceeding one million yuan, accounting for only 4% of the total number of logistics enterprises. From the perspective of the radiation range of enterprises, 62% of the business areas of enterprises are in the province, so it is difficult to form a cross-regional competitive advantage, which has a lot to do with the lack of informatization. Only a few logistics enterprises in Zhengzhou have logistics information systems and distribution networks. Henan Yuxin Logistics independently developed network office, warehousing management, distribution management and other information systems, which can use gps satellite positioning system to achieve efficient control and deployment of vehicles. Perfect information system makes Yuxin Logistics enter the ranks of modern logistics enterprises.