Who can give me two examples of successful application of e-commerce and third-party logistics (which I will use in my graduation thesis)?

2. 1 cosco third-party logistics management innovation case

2. 1. 1 Overview of China Ocean Shipping Group Company

China Ocean Shipping Group (hereinafter referred to as COSCO or COSCO Group) is a large multinational enterprise group mainly engaged in international shipping, logistics terminal and shipbuilding, ranking 327th among Fortune Global 500 enterprises.

At present, COSCO Group owns and controls nearly 800 modern merchant ships, with a deadweight of over 56 million tons and an annual freight volume of over 400 million tons. Ocean routes cover more than 600 ports in the world 1 many countries and regions, and the fleet size ranks first in China and second in the world. Among them, the container fleet ranks first in China and sixth in the world; The dry bulk fleet ranks first in the world; The comprehensive strength of professional general cargo, multi-purpose and special transport fleet ranks among the top in the world; The tanker fleet is one of the supertanker fleets in the world today. Cosco Group has invested and operated 32 terminals worldwide, with a total berth of 157. According to the latest statistics released by Drewry in July, 2009, the throughput of COSCO Pacific Container Terminal under COSCO Group continued to be the fifth in the world in 2008.

COSCO Group has abundant logistics facilities and resources, and controls more than 4,000 logistics vehicles, including large transport vehicles with 289 axles and a maximum load of 8,000 tons, with a storage yard of 2.49 million square meters and a warehouse of 2.97 million square meters. Providing high value-added services to customers in the fields of household appliances, chemicals, electric power, financing, etc., and providing logistics services for many major domestic and international projects such as Qinghai-Tibet Railway, Tianjin Airbus and India Power Station, creating a number of industry records.

COSCO Group has several shipbuilding bases in China, and has 16 docks of 300,000-ton and 500,000-ton classes. Its business involves the construction, modification and repair of large ships and marine engineering. The level of production equipment assembly and production management is leading in China, and the technical ability, production efficiency and production cost are among the highest in the world. More than 500 large ships are repaired and rebuilt every year, with an annual shipbuilding capacity of 8.4 million tons. It is the largest ship repairing enterprise and the most advanced shipbuilding enterprise in China.

COSCO Group has formed a global pattern with Beijing as the center and nine regional companies such as Hong Kong, America, Europe, Singapore, Japan, Australia, South Korea, West Asia and Africa as the radiation points. There are more than 1000 enterprises and branches in more than 50 countries and regions, and the total number of employees is about 6.5438+0.3 million, including more than 400 overseas employees and more than 4,000 foreign employees, with total assets exceeding 300 billion yuan.

Cosco Group is one of the first China enterprises to enter the international capital market. As early as 1993, COSCO Investment was listed on the backdoor in Singapore. At present, it holds and shares in China COSCO, COSCO Pacific, COSCO International, COSCO Investment, COSCO Shipping, CIMC, China Merchants Bank and other listed companies at home and abroad. 20 10 on may 30th, China cosco was successfully selected into the FT global 500 list published by the financial times, a famous British financial media, ranking 450th. This is the third consecutive year that China COSCO has been on the list since 2008.

As a multinational company in China, COSCO has long paid attention to undertaking a wide range of "corporate citizenship" responsibilities. Cosco clearly stated that its mission is "to gradually develop and establish a leading position in the fields of shipping, logistics and shipbuilding, to maintain honesty and mutual trust with customers, employees and partners, and to maximize shareholder, social and environmental returns". 200 1, cosco established an integrated management system including international environmental management system and occupational safety and health management system, becoming the first enterprise in China to obtain the certification of the three management systems. In 2004, COSCO formally joined the United Nations "Global Compact" program, more consciously and actively practiced the ten basic principles of the "Global Compact" and strived to achieve sustainable development. COSCO Group's Sustainable Development Report has been rated as a model report by the United Nations Global Compact for four consecutive years, making it the only Asian enterprise to be listed on the model report list of the Global Compact for four consecutive years.

COSCO Group actively combines corporate social responsibility with enterprise development strategy and actively cultivates "green competitiveness". Its main international business index is approaching the United Nations standard of "Top 65438 Global Multinational Corporations +000", and it is gradually establishing its position as a system integrator in the fields of international shipping, logistics terminals and shipbuilding, and moving towards the century vision of "global development, harmony and win-win" and "building a century-long cosco".

2. 1.2 Operation mode of China Ocean Shipping Group

In 2002, great changes took place in the third-party logistics market in China. A group of super-large state-owned logistics enterprises joined the third-party logistics market, which changed the market structure and opened the prelude for state-owned logistics enterprises including COSCO Logistics to enter the third-party logistics market in China. COSCO Logistics originated from COSCO Group. In order to develop its leading position in the shipping logistics industry, China Ocean Logistics Company, a wholly-owned subsidiary of COSCO Group, was established on June 5438+1October 8, 2002 by integrating internal logistics resources. Through this measure, the company has optimized the global supply chain management and provided customers with all-round logistics services. On the basis of careful investigation of market demand and analysis of its own strength, COSCO Logistics has focused on developing four major logistics brands: automobile logistics, home appliance logistics, project logistics and exhibition logistics. To provide customers with high value-added services, and strive to build four major logistics channels: railway transportation, barge transportation, intercity express delivery and air transportation. In a relatively short period of time, the logistics service resources of COSCO Logistics have been improved, and transportation networks such as air transportation, intercity express, railway transportation and barge feeder lines have been established. At present, the company ranks first among logistics enterprises in China, with more than 300 business outlets in China,1.4000 square meters of storage yard,1.2000 vehicles and more than 3000 loading and unloading equipment, which is in the leading position in China. 1998, cosco took the lead in introducing the satellite positioning management system (GPS) into cosco's vehicle dynamic management system. The warehouse adopts DC network inventory management system to realize modern logistics management.

As a logistics enterprise focusing on the shipping industry, the traditional processing method mainly relying on manual information processing can no longer meet the needs of global business. A large number of documents and data need to be operated on a certain data platform. Container transportation has its particularity. The container should be delivered to the customer, the box should be returned, and it should be transferred from the place where there is no goods to the place where there is goods. There are many management tracking targets and complicated routes. It is impossible to realize the effective allocation of resources by traditional means. With the increase of business volume, this problem has become the bottleneck of enterprise development.

In order to solve this problem and realize the strategic goal of enterprise competition, COSCO Group has carried out a series of management innovations. The main measure is to adopt information management system to solve this problem. Cosco container transportation has experienced a series of evolution processes in information system management, such as introducing foreign software, independent research and development, purchasing IR IS-2 and secondary development, but the initial implementation process is not satisfactory. Until the IR IS- 2 system attracted the attention of COSCO Container Transportation Company, it is a real-time business tracking system, which can extract the key figures from each operation link into the system and record the events that occur in every corner of the world and every operation link. This system is the whole process management, from the initial booking, intermediate cargo, route design, suppliers, to the management of docks, yards and boxes. With this system, CSCL can control business information all over the world. However, from 1996 to 2000, the operation of COSCO Group was at a low ebb, and the losses were very serious. The system cost about 65,438 billion yuan from purchase to construction and implementation. Enterprises are faced with strategic decisions, and the top management of the group discussed this matter. President Wei believes that even if COSCO has no money to build ships, it is necessary to establish an efficient information system, which will play a great role in the future development of COSCO. Therefore, in order to realize the overall strategy of the enterprise, the enterprise has made a strategic decision of management innovation. Finally, COSCO Container Transportation Company purchased this global container transportation information integration system (IR IS-2) at the end of 2000.

After the purchase of the system, there are many problems, including how to implement and promote it, and how to standardize the business of the group to enter the system. Corresponding to it is how to support the management innovation strategy from the aspects of system structure, process and skills. At that time, Mr. Wei proposed that "people can't change people", and we must ensure that everything is done according to the system, and the system will do what it does. With the support of the group's senior management and under great pressure, COSCO Container Lines started to implement this IR IS-2 system in the global COSCO system from 200 1.

In order to solve the management system problems in the implementation of IR IS-2 system. Cosco has carried out a series of reforms on the freight system and agency system in management. For example, COSCO Freight and COSCO Container Transportation were originally subsidiaries of COSCO Group. When they were listed overseas, they were merged into COSCO Container Transportation through asset restructuring and became wholly-owned subsidiaries of COSCO Container Transportation. The goal of this is to reflect the profit at one point, maximize the overall profit and meet the requirements of the system. COSCO has also set up a BPS (Business Program System) department to promote the implementation of the system. BPS department is composed of young business elites of the Group, who are the business backbones of finance, container management and port departments. They are young and have strong learning ability. As a bridge between business and IT, BPS first understands the system, data and information flow, puts the current business into the system, and then combines with the port implementation, compares the research results with the system, and then makes adjustments to continuously meet the needs of customers. By 2003, IR IS-2 finally achieved great success in COSCO Container Transportation Company.

From the whole process of COSCO logistics management innovation, it can be concluded that the successful innovation matching mode of COSCO logistics management innovation is to adapt to the fierce competition and implement the management innovation strategy from the enterprise strategy under the guidance of enterprise strategy. Subsequently, the enterprise management innovation strategy is formulated and implemented. Adapting to the management innovation strategy is the management innovation infrastructure construction, which supports the management innovation strategy from the aspects of architecture, processes and skills, while the organizational infrastructure and processes supporting the enterprise strategy do not play a key role in this development path.

2. 1.3 brief history of cosco's "going out" strategy

1. Term of representative office (196 1- 1979)

At the beginning of COSCO's establishment, due to the lack of its own conditions and the closed policy of most western countries to China, it was greatly restricted in opening up air routes and setting up overseas outlets. Later, as China established diplomatic relations with more and more countries, China's import and export increased day by day, and COSCO's business scale continued to expand. It set up branches in Japan, Britain, the Netherlands, Australia and other places, but its business scope was still relatively simple.

2. Term of joint venture (1980- 1987)

COSCO cooperated with Pike Shipping Group of the Netherlands 1980 65438+ 10 1 to set up a Dutch transoceanic company in Rotterdam to operate agency business. This is the first joint venture established by COSCO overseas. In the same year, Belgian Cosfield Shipping Agency Company was established, Dutch Shipping Supply Company was established, Singapore Ocean Shipping (Private) Co., Ltd. was established, Australia Five Star Shipping Agency Company was established, and Japanese Zhong Ling Shipping Five Blessingg Co., Ltd. was established. Since then, COSCO's overseas development has entered a new period of rapid development.

3. Term of sole proprietorship (1988- 1992)

1988, after COSCO bought the shares of the joint venture company of the former Zhonghao Company, it established the first wholly-owned enterprise of COSCO overseas-COSCO UK Limited, and then COSCO established three wholly-owned enterprises overseas. The establishment of a wholly-owned enterprise by COSCO overseas indicates that the overseas business management of COSCO has risen to a higher level. By the end of 1992, COSCO had nearly 50 wholly-owned and joint ventures overseas, and its main business outlets in Europe, North America, Japan, Hong Kong and Southeast Asia have been continuously established and improved, and some of them have begun to take shape, laying a solid foundation for the development of COSCO's overseas work in the next stage.

4. Business globalization stage (1993- 1997)

After 1993, the shipping market in China was basically liberalized, the reform and opening up was further deepened, and the trend of global economic integration became increasingly obvious. Under such circumstances, with the continuous expansion of fleet size and business demand, overseas enterprises and outlets of COSCO Group actively and flexibly explore the market, carry out business operations, and have more standardized and strict management, which has formed a unified joint force for overseas undertakings and made outstanding contributions to building COSCO into a first-class multinational shipping enterprise.

During this period, while continuing to deploy overseas, COSCO's global business network centered on overseas regional companies has been basically established and improved after several major strategic adjustments.

5. Global integrated economy (now)

In the face of fierce competition and global economic integration, COSCO Group began to formulate the strategies of "changing from ownership to control", "changing from multinational operation to multinational company" and "one master, two pillars and five pillars", and gradually entered the advanced stage of global resource integration. Nowadays, COSCO Group is no longer an island, but an organic whole, which has a great impact on the whole body, and COSCO has moved towards a real multinational company in its efforts.