Problems and countermeasures of retail logistics distribution?

(A) Logistics distribution management concept is backward.

The concept of logistics management has not been introduced in China for a long time, and many enterprises do not have a deep understanding of logistics distribution. Domestic commercial enterprises generally lack the comprehensive operation ability of logistics at the level of business strategy and tactics, which is reflected in two different tendencies: first, they attach importance to the former and ignore the latter; The second is blind follow-up. The so-called "emphasizing the front and neglecting the rear" means that many chain retail enterprises are constantly pursuing scale expansion, only paying attention to the expansion of front-office stores and ignoring the construction of logistics distribution system, which leads to more and more problems in the construction and management of back-office logistics system. Although the number of front-office stores is increasing, the total profit of enterprises is declining. The so-called blindly following the trend means that some large chain retail enterprises are keen to establish their own logistics distribution system. Under the control of the idea of "rich water does not flow to outsiders", some chain retail enterprises that are not good at logistics began to operate their own logistics. Retail enterprises operate their own logistics and invest heavily in warehousing, transportation, labor and equipment. However, the operation and maintenance expenses of site equipment and the funds occupied by commodity turnover directly increase the operating costs of enterprises. Because the main business of retail enterprises is marketing, and they don't know much about storage and transportation business, coupled with the volatility of the market, the utilization rate of scattered storage and transportation resources of enterprises is not high, and the overall logistics link is inefficient, which further causes the overall logistics cost of enterprises to remain high.

(2) The cooperation mechanism with suppliers is invalid.

The relationship between retail enterprises and suppliers in China is tense, so it is difficult to form an effective cooperation mechanism.

1. In terms of benefits. At present, the profit model of retail enterprises in China is mostly in the second stage-asking for profits from suppliers. Retail enterprises often pursue the maximization of their unilateral interests endlessly, ignoring the strategic cooperative relationship with suppliers to take risks and enjoy benefits and strive for "win-win". On the one hand, try to reduce the purchase price; On the one hand, in order to make a profit, we desperately overstock the profit space of upstream suppliers and ask suppliers for various fees, including entrance fees, promotion fees, advertising fees, channel fees and so on. And take illegal measures such as delaying payment and occupying the liquidity of suppliers. The two sides are not a win-win relationship in a positive game, but a tit-for-tat "life and death" relationship.

2. As far as honesty is concerned. Due to the imperfect formulation of relevant laws and regulations and insufficient market supervision, there is a problem of honesty between retail enterprises and suppliers in China. Huarong supermarket incident is a typical case. Huarong Supermarket, which was selected as one of the "Top 100 Chain Businesses in China" twice, was the largest chain business enterprise in Fujian that year. However, at the end of 20001,Huarong Supermarket had a net debt of more than 55 million yuan, of which 42 million yuan was owed to suppliers, and it was on the verge of bankruptcy. Faced with this situation, suppliers became alert, and soon in some areas, suppliers forced debts and smashed the glass doors and windows of shopping malls. Then, many supermarkets that joined Huarong closed down one after another, which eventually led to the closure of Huarong Supermarket in 2002. This incident reflects the importance of retail enterprises to the integrity of suppliers.

(C) the efficiency of unified distribution is not high.

At present, the unified distribution efficiency of China's retail industry is not high, many retail warehouses and vehicles are not effectively utilized, the empty driving rate of vehicles is generally high, and the turnover cycle of goods in warehouses is too long. According to the investigation of six successful chain enterprises in the Mainland100, none of the distribution centers of the enterprises implement 100% unified distribution of all the goods operated by each branch, and the best ones only reach 80% ~ 90%. Moreover, the distribution scale of retail enterprises in China is generally small, and most of the distribution centers that have been built and put into operation have not reached the scale of economic distribution, and about 60% of them are idle.

(d) Low level of information enjoyment.

Retail enterprises, suppliers and retail enterprises

It is very important for all departments in the industry to enjoy information, but the domestic situation is worrying. Many retail enterprises regard their own information as private property and do not share it with suppliers, which makes suppliers unable to obtain the inventory and sales information of retail enterprises, which leads to the increase of commodity costs and the decline of commodity competitiveness of retail enterprises.

Third, China's chain retail enterprises to improve logistics and distribution of effective countermeasures

(A) improve the understanding of logistics management.

At present, enterprises in China must re-establish the concept of logistics and fully realize the strategic position of logistics for enterprises. First of all, enterprises should strengthen the status of logistics as the "third profit source" of enterprises. Secondly, we should fully establish the service concept, establish the concept of customer demand first, and handle the relationship between enterprise logistics and users. This can be done from the following aspects: first, strengthen communication and coordination between the two, and make them become strategic partnerships through profit sharing, market development and information transmission. The second is to build the information network facilities between enterprise logistics and users, realize the reasonable combination of point and surface, improve the networking performance between supply chains, ensure the smooth information between enterprise logistics and users, and speed up the response to the market. The third is to increase the reasonable investment of enterprise logistics infrastructure, and then reduce the logistics cost. Fourth, strengthen the study of new logistics knowledge and technology, understand the development trend and direction of logistics management, and attach importance to the introduction and training of logistics talents.

(2) Strengthen strategic cooperation with suppliers.

In order to improve the efficiency of logistics, the logistics management of chain enterprises is no longer limited to the inside of enterprises, but extends to the whole supply chain, and improves its own logistics management level through strategic cooperation with chain partners. There are two typical ways to establish strategic cooperation in new logistics supply chain: as a supply chain management system, ECR (Efficient Consumer Response) needs to organically combine marketing, logistics management, information technology and organizational innovation technology to achieve its goal, that is, to achieve low-cost circulation, build infrastructure, eliminate barriers between organizations, and coordinate and cooperate to meet consumer needs; QR(Quick response) is a logistics management system model, which refers to the establishment of a good partnership between retailers and manufacturers, the exchange of business information such as sales time and order replenishment by using information technology such as ED I, and the continuous replenishment through multi-frequency and small-batch delivery, so as to achieve the goals of sales growth, optimizing customer service and minimizing inventory, commodity shortage, commodity risk and price reduction.

(C) determine the appropriate logistics distribution model.

Logistics distribution is the key link of logistics management of chain retail enterprises. At present, the more popular distribution modes are self-operated distribution, * * distribution with the same paragraph and third-party logistics. The three distribution modes have their own characteristics. Chain retail enterprises should decide which mode to adopt from the perspective of logistics' key to enterprise success and their own logistics operation ability, whether it is self-operated logistics or socialized logistics with the help of suppliers or third parties, or self-operated logistics in some links and other logistics modes in other links. These are not fixed. The key is to conform to the actual situation of the enterprise.

(D) improve the level of enterprise logistics information.

Modern high-tech with information technology as the core has changed the traditional logistics operation mode, expanded the scope of logistics operation based on time and space, and provided the foundation for the realization of modern logistics. In the process of improving the logistics informatization level of retail enterprises, we should grasp the following three basic principles:

1. Practical principle. The application of information technology is not the newer and more complicated, but the first principle is practicality. Retail enterprises in China should do what they can, because the use of information technology means that enterprises have to spend a lot of money, with huge financial risks, which has a strong binding force on working capital, and also takes up certain facilities, equipment and professionals to take care of accommodation, docking and daily operations. Therefore, the retail enterprises in China must choose the information technology that suits them.

2. The principle of gradualism. Informatization is the foundation of modern logistics and one of the cores of logistics distribution system of retail enterprises. Due to the huge difference between retail enterprises and consumers in China, the informationization of logistics distribution system of retail enterprises cannot pursue a single model. According to the development process of social informatization in China and different user environments, various informatization means and technologies (broadband, wireless, dial-up, telephone and fax) are adopted to gradually realize the informatization of logistics distribution. Therefore, for retail enterprises, it is necessary to constantly transform and upgrade information technology and maintain continuous investment.

3. The principle of compatibility. In China, the development of enterprise informatization is still in the primary stage. Although some retail enterprises have carried out information construction to varying degrees, due to the restriction of the guiding ideology of "big and complete" scheme on system construction, some information systems have realized information sharing within enterprises, but they are still relatively closed, forming an information island. In the era of increasingly popular Internet, this kind of information system will have difficulties in interconnection in the process of logistics distribution, which will lead to poor information and affect the distribution business. Therefore, in order to realize logistics informatization, we must pay attention to the compatibility between the information systems of various departments within the enterprise and suppliers, otherwise the advantages of informatization will not be brought into play.