Three Growth Modes of China's Logistics Enterprises

Abstract: Third-party logistics enterprises are divided into asset-based third-party logistics enterprises and non-asset-based third-party logistics enterprises. The former are mostly transformed from traditional transportation, warehousing and related industries, and the latter are mostly emerging logistics enterprises in recent years. They all have their own operation modes. So it is necessary to take corresponding countermeasures to the development of TPL enterprises.

Keywords: third-party logistics; asset-based; operation mode; countermeasures

Chinese Classification Number: 17250

Literature Identifier: A

Asset-based logistics enterprises own the facilities, equipment, operating organizations, human resources, and other conditions of production for engaging in logistics activities as a way of providing all kinds of logistics services for their customers; non-asset-based logistics The non-asset-based logistics enterprise refers to the logistics provider does not own the logistics activities of facilities, equipment, etc., but to talent, information and advanced logistics management system to provide services to customers. The former are mostly traditional transportation, warehousing and related industries transformed, and the latter are mostly emerging logistics enterprises in recent years.

I. The operation mode of asset-based TPL

(I) Traditional outsourcing operation mode refers to the production and manufacturing industries and commerce and distribution industries respectively subcontracting part or all of their own logistics business to one or more specialized logistics enterprises in the form of contract, and each specialized logistics enterprise also contracting the relevant logistics business of many customer enterprises at the same time, see Figure 1.

This kind of

This mode is a relatively low-level operation mode for TPL enterprises, this mode is centered on the customer enterprise, TPL outsourcing special logistics business through the contract, the logistics process and program designed by the customer enterprise itself, TPL's management of the entire logistics process is relatively simple, when the enterprise's business volume and product varieties change enterprises may need to find a new logistics contractor. At present, many small and traditional transportation and warehousing enterprises mostly use this model, this model has been unable to meet the changing needs of logistics customer requirements, there is a trend of gradual elimination.

(ii) strategic alliance-type operation mode (see Figure 2)

It refers to the TPL enterprises (including some engaged in the extension of logistics business enterprises) in the form of contract to form a strategic alliance. The basis of this cooperative alliance is resource ****sharing, including three aspects: First, information ****sharing, that is, the alliance within the enterprises independently access to information is the alliance of the ****the same information; Second, technology ****sharing, the alliance within the integration of the technical characteristics of the enterprises, each other's strengths complement each other; Third, the business capacity of the ****sharing, in the alliance body when an enterprise because of seasonal or temporary business volume is too large to be able to handle, or when it is not economical to handle by itself, it can transfer the business volume to other enterprises within the alliance.

(C) Integrated group-type operation mode

The third mode is to form an integrated logistics company or group. Integrated logistics is an advanced form of third-party logistics development, the traditional logistics industry has been greatly transformed. The service program has been greatly expanded to provide customers with integrated logistics services and to act as an agent for all of the customer's logistics business. It greatly expands the scope of logistics services, the upstream customers can provide timely transportation of raw materials, product agents and logistics system design, etc., and downstream customers can be the sole agent of the distribution business.

II. Non-asset-based TPL

(I) Integrated Logistics Agency Operation Mode

TPL is in the middle of the customer and the low-level specialized logistics company, and provides customers with integrated logistics agency services by integrating the resources of specialized logistics companies. This mode of operation is based on the management of logistics as a strong point, not only to complete the customer's services, but also to manage and organize the logistics service providers. Its rationality lies in the use of traditional capacity and warehousing resources, through their own organization and management integration and optimization of these resources, to avoid duplication of basic resources, greatly improving the level of service.

(II) software technology and information services operation mode

The main business of this type of company, is to provide customers with personalized logistics system process design and management programs, or customized logistics management software, or through the developed information network system, for customers and other asset-based logistics enterprises to provide timely and effective logistics information. This model of information and high-tech logistics management software development and design as the core competitiveness.

Third, the development of third-party logistics enterprises countermeasures

(a) accelerate the property rights system reform, stimulate the vitality of enterprises

China's existing third-party logistics enterprises, most of which are state-owned warehousing, transportation industry transformation, can not fully adapt to international market competition, must establish equity diversification of joint-stock enterprises and improve the corporate governance structure, rationalize the relationship between rights and interests, and achieve Separation of government and enterprises, separation of ownership and operation, to ensure that enterprises operate according to market rules, stimulate the vitality of enterprises, to the modern logistics industry. Especially large-scale enterprises, on the one hand, internal integration, optimize the allocation of internal resources; on the other hand, with the help of the power of the capital market, enterprise restructuring and listing, absorption and use of social idle funds, to overcome the shortcomings of insufficient capital, prompting rapid growth and expansion of the enterprise, and prompting the establishment and operation of the modern enterprise system.

(II) the application of modern information technology, strengthen the network construction

Information technology is an important measure of modern logistics enterprises, many logistics multinational enterprises have a "first-class three networks", that is, the information flow of the order, the global supply chain resource network, the global user resource network, the computer information network. With the help of information technology, enterprises can integrate business processes, and can be accommodated into the customer's production and operation process. Enterprises should grasp the network construction: on the one hand, according to the actual situation to establish a tangible network, if the enterprise scale, business, can build their own business outlets; if only sporadic business, you can consider cooperating with other logistics enterprises, *** build and *** with the network; can also be a joint venture or cooperation with large customers, *** build outlets. In addition to the introduction of the company, warehouse, cargo information, especially to provide users concerned about the delivery information, to achieve the informationization of things to deal with information processing, information processing electronically. On the other hand, to establish an information network, through the Internet, management information systems, data exchange systems (EDI) and other information technology to realize the logistics enterprises and customers *** enjoy resources, real-time tracking of all aspects of logistics, effective control and management of the whole process, the formation of interdependent market *** birth relationship.

(C) to cultivate their core competitiveness

Third-party logistics enterprises must establish their own core competitiveness, in order to stand firm in the increasingly competitive situation, to adapt to the customer's increasingly high demand for services. Core competitiveness can be some kind of patented technology, can be some kind of corporate culture. In the third-party logistics industry, logistics enterprises to provide service products is the key to business success, only to grasp the characteristics of service products and development trend, calmly respond to market changes, enterprises can win in the market competition.

Combined with the meaning of core competitiveness and the actual situation of third-party logistics enterprises, we can launch a third-party logistics enterprises have the core competitiveness of the standard of measurement lies in: third-party logistics enterprises are able to provide not only to meet the needs of customers, but also not easy to be imitated by competitors of the unique service products. This unique service product is value-added services