How to do well the strategic planning and management of enterprise logistics

1. Develop logistics from the perspective of management

Modern logistics is a scientific and systematic management method, so enterprises must develop logistics from the perspective of management when developing logistics. With the rapid development of science and technology, more and more new ideas and methods are applied to the strategic planning and management of enterprise management, which enhances the ability of enterprises to cope with the market. Among all the measures to improve enterprise management, the reasonable and efficient participation of modern logistics technology is increasingly becoming an important means for enterprises to win market advantages. When people find that they can no longer gain competitive advantage by reducing production costs and updating products as before, logistics has become a new profit source that can be tapped. It can not only reduce the production and sales costs and improve the service level, but also contribute to the rational allocation and optimization of the whole social resources!

2. Enterprise logistics planning principles and strategic planning

The research and formulation of enterprise logistics strategy, the organization and development of logistics management activities, and the coordination between logistics functions and other functions must be guided by strategic thinking. China's enterprise logistics development planning must first adhere to the following important principles:

Relying on the overall situation, overall development, long-term planning and phased implementation.

Facing the future, moderately ahead ◆ Management innovation, service wins.

◆ One-dimensional programming, multiple promotion

3. Establish the strategic position of logistics in enterprises.

Modern logistics is an important part of enterprise circulation organization form and service mode. The level of enterprise logistics development reflects the degree of organization and systematization of its logistics and products and services. In other words, it can become an important part of enterprise competitiveness. Many business operators are more and more aware that logistics and production are closely linked and have become one of the three pillars supporting the competitiveness of enterprises. Internal logistics system and external logistics system have become important means and ways for enterprises to rebuild their competitiveness. In the fiercely competitive market economy, logistics has occupied a place in the enterprise strategy!

In an article "Competence-based Competition" in Harvard Business Review, the author analyzes the reasons why the retail giant Wal-Mart has achieved great success. Explaining that Wal-Mart is committed to building customer loyalty through low prices and daily commodity supply, the author asserts that the key to Wal-Mart's consistent goal of providing high-quality services to customers is to make the method of replenishing inventory the core part of its competitive strategy. To a great extent, this strategic vision is fully reflected by the intangible logistics technology called "crossing the warehouse". An ordinary logistics strategy has actually become the core part of the whole competitive strategy of the world retail giants. Wal-Mart's great success lies in realizing that an effective corporate strategy inevitably requires a strong balance between details and the whole. Logistics runs through all key enterprise functions, so it naturally plays a strategic role in maintaining this balance. If overloaded expertise is very important to Wal-Mart's success, it is that the top management of the enterprise has seen that logistics is closely related to corporate strategy. When hundreds of independent parts are integrated into a complete and well-managed whole, logistics can play a strategic role in the core competence and competitiveness of any enterprise when these activities are creatively, timely, accurately and methodically implemented.

4. Strategic planning and design of enterprise logistics

Logistics runs through the whole process of production and circulation, and plays an important role in reducing the operating costs of enterprises and creating the third profit source. At the same time, it also plays an important role in the global market competition environment, and the time is ripe for logistics to become the protagonist of enterprise management. Although many enterprises are aware of the potential of developing logistics, they often feel that there is no way to start. Therefore, in order to achieve a high level of logistics performance and create the buyer's value of customers and the strategic value of enterprises, we must understand how the various components of the enterprise logistics system are coordinated and integrated, and make corresponding logistics strategic planning and design. An enterprise's logistics strategy is usually manifested in five important levels, which constitute a circular map of logistics strategy and establish a framework for enterprises to design logistics strategy.

Logistics strategy layer: establish the role of logistics assisting enterprise strategy, and build two platforms and two systems.

Logistics is a kind of service first, and the purpose of constructing logistics system is to realize the strategy of enterprises. Therefore, enterprises must first establish the auxiliary role of logistics planning and management in the overall strategy of enterprises. At the same time, enterprises must build two platforms and two systems to develop modern logistics, namely, infrastructure platform and information platform, information network system and logistics distribution system. At the beginning of enterprise logistics planning and management, it is necessary to analyze enterprise resource capacity, make full use of past and present channels, facilities and other resources, improve the overall strategy of the enterprise, and build two platforms and two systems with the least cost and the fastest way.

Logistics management: establishing strategic direction through customer service

The sole purpose of logistics activities is to provide timely and accurate delivery to internal and external customers. No matter what the motivation and purpose of distribution is, the customers who accept the service will always be the core and driving force to form the logistics demand. Therefore, customer service is the key to formulate logistics strategy. Moreover, to implement a marketing strategy, we need to examine all the activities of enterprises in the process of winning and retaining customers, and logistics activities are one of these key capabilities, which can be developed into a core strategy. To some extent, once an enterprise bases its competitive advantage on its logistics capability, it has the characteristics of being difficult to replicate.

Logistics structure layer: the structural part of logistics system, including channel design and network strategy of facilities.

The logistics system of an enterprise must first meet the service needs of customers, and the channel structure and facility network structure of the logistics system provide a material basis for meeting these needs. The design of logistics channel includes determining the activities and functions that need to be performed in order to achieve the expected service level, and which members in the channel will perform these activities and functions. The design of channel system needs careful analysis and judgment in the formulation of channel objectives, the evaluation of channel length and width, the research of market, products, enterprises and middlemen, the selection and responsibilities of channel members, and channel cooperation, because once the system is implemented, it is often impossible to change it easily. With the change of customer demand and the self-adjustment of competitors, we must re-evaluate the channel strategy to maintain or enhance the market position.

The problems to be solved in the network strategy of enterprise logistics facilities are: function, cost, quantity, location, service object, inventory type and quantity, transportation selection, management and operation mode (self-operated or raised from the third party), etc. Network strategy must be combined with channel strategy in a way that maximizes customer value. When cooperating with third-party logistics providers, logistics networks may become more complex and flexible than traditional networks. Therefore, it is wise to innovate the existing warehousing business, inventory distribution policy, transportation management business, management procedures, personnel organization and system. In the dynamic competitive market environment, it is also necessary to constantly revise the facility network to adapt to the changes in the basic structure of supply and demand.

Logistics functional layer: the strategic functional part of logistics, especially transportation, warehousing and material management.

The function of logistics strategic planning is mainly to analyze and optimize the logistics operation and management of enterprises. Transportation analysis includes consideration of carrier selection, transportation rationalization, cargo integration, loading plan, route determination and arrangement, vehicle management, return transportation or carrier performance evaluation. Storage considerations include facility layout, selection of cargo handling technology, production efficiency, safety, implementation of rules and regulations, etc. In material management, analysis can focus on forecasting, inventory control, production planning and the best operation and improvement in procurement.

Logistics executive layer: daily logistics management issues

The last layer of enterprise logistics strategic planning and management is the executive layer, including the information system supporting logistics, policies and procedures guiding daily logistics operation, configuration and maintenance of facilities and equipment, and organizational and personnel issues. Among them, the design of logistics information system and organizational structure is the most important content!

Logistics information system is the realization means of integrated logistics thought and the pillar of modern logistics operation. Without advanced information system, enterprises will not be able to effectively manage costs, provide high-quality customer service and achieve high performance in logistics operation. In order to remain competitive, today's enterprises must expand the role of information infrastructure to include demand planning, management control and decision analysis, and combine the characteristics of information availability, accuracy, timeliness, flexibility and adaptability, and also pay attention to the contact with channel members.

Changes in organizational management fields such as organizational integration, supply chain integration, virtual organization, dynamic alliance, strategic alliance, strategic partner, business process reengineering and agile manufacturing require enterprises to have a new understanding, and logistics management should also actively respond to changes. A complete and efficient organization is very important for successful logistics performance. Integrated logistics management does not mean that the logistics activities scattered in various functional departments will be concentrated. A single organizational structure is not suitable for all enterprises. The key lies in the coordination between logistics activities, and it is necessary to avoid functional departments from pursuing the maximization of local logistics performance.

5. Enterprise logistics strategic planning case

Jinan Automobile Transportation Company successfully implemented logistics strategic planning.

As a pilot unit designated by Shandong Economic and Trade Commission to optimize enterprise logistics management, Jinan Automobile Transportation Corporation has made great progress and development in infrastructure construction, network construction and information management in recent years, following the development law of logistics industry and constantly tracking the new trends of the industry, and won the favor of many large customers with standardized management and high-quality service.

Before determining the logistics development strategy, Jinan Automobile Transportation Corporation was still worried about the shrinking freight market. In order to explore a new development path, Jinan Automobile Transportation Corporation contacted and introduced the concept of logistics management earlier. After a comprehensive and systematic investigation of the company by the logistics expert group of Nankai University, the two sides jointly studied and formulated the Research Report on the Development Strategy of Jiyun Logistics, which completely broke through the shackles of traditional freight management thinking and put forward the idea of sending it to modern logistics enterprises with agents as the leader, networks as the foundation, stations as the support, transport capacity as the support and various intermodal modes as the direction. The guiding ideology of quot. At the same time, the company has accelerated the infrastructure construction of logistics operation.

Jinan Automobile Transportation Corporation got to know Matsushita Logistics Company (a specialized logistics subsidiary of Matsushita Co., Ltd.) by handling the products of Shandong Matsushita Imaging Industry Co., Ltd., and left a deep impression on the other party with its excellent service. In the process of cooperation with Matsushita Logistics Company of Japan, Jinan Automobile Transportation Corporation insists on integrating learning into service, actively adopts and draws lessons from foreign advanced management experience, and actively explores the international market, strengthens network construction and develops modern science and technology according to its own development strategy. While striving to provide quality services for Panasonic Logistics Company, it has effectively expanded the service space and improved its competitiveness.

Jinan Automobile Transportation Corporation also tried to enter the international market, and established Shandong Maotong International Freight Forwarding Co., Ltd. on 1998, and obtained the first-class agency right of international freight after examination and approval by the Ministry of Foreign Trade, which can independently undertake various businesses such as document preparation and customs declaration of imported materials. In terms of network construction, Jinan Automobile Transportation Corporation has established an express delivery network based on the powerful passenger transport network system in Shandong Province, mainly serving small goods with high timeliness, small batch and high added value. Outside the province, Jinan Automobile Transportation Corporation is committed to transforming the original multimodal transport network and LTL freight network into a logistics service network, and has joined the China Logistics Alliance, establishing a stable cooperative relationship with 24 logistics enterprises.

Facing the rapid development of information technology, Jinan Automobile Transportation Corporation invested 400,000 yuan and cooperated with Xi Anyaqiao Company 1999 to develop the first professional logistics management information system in Shandong Province, which realized the whole process control and automatic management of entrustment, distribution, process inquiry, management and settlement, and is currently working to build a third-party logistics information system based on Microsoft mainstream platform and Internet technology. In September, 2000, the Automobile Transportation Corporation built a logistics trading hall in Jinan High-tech Development Zone. The trading center has introduced advanced scientific and technological equipment such as large screen, microcomputer automatic inquiry and automatic quotation, and has become the largest freight information trading center in Shandong Province.

After nearly five years of cooperation with Panasonic, the service capacity of Jinan Automobile Transportation Corporation has been greatly improved: the storage area has increased from 65,438+5,000 square meters at the beginning of 1996 to 20,000 square meters, and more than 1000 transport vehicles have been installed, thus establishing a stable cooperative relationship with dozens of customers at home and abroad. Not long ago, Jinan Automobile Transportation Corporation officially signed a contract with Matsushita Electric China Branch. Jinan Automobile Transportation Corporation is the sole agent for the logistics business of the whole machine, accessories, prototypes and other goods of its electrical products, and is responsible for providing them with multi-functional and integrated comprehensive logistics services nationwide. This new cooperation has broken the previous single service mode focusing on transportation and storage. Jinan Automobile Transportation Corporation has designed its own service scheme according to the needs of Panasonic Corporation and started the real logistics operation. We believe that Jinan Automobile Transportation Corporation has rapidly grown into a well-known domestic logistics enterprise with strong competitiveness in the process of logistics strategic planning and management and serving well-known enterprises such as Panasonic.

6. Conclusion

Strategic planning, strategic investment and strategic technology development are important reasons for promoting the development of logistics modernization in recent years. Enterprises should not only solve the basic logistics problems such as warehousing, transportation and commodity distribution, but more importantly, in order to survive and develop in today's rapidly changing market environment, they must put logistics at the strategic height of enterprise management, consider the organic combination of logistics activities in the process of purchasing, production and sales, and form logistics integration based on business processes, thus effectively strengthening the market sales competitiveness of enterprises. Logistics is the basis of enterprise marketing. When making logistics decisions, enterprise managers should organically combine logistics system with marketing strategy and overall enterprise strategy, and weigh the dynamic balance between logistics operation cost and the needs of market expansion and the special requirements of logistics customer service from a strategic perspective, instead of just solving input-output management problems such as process reengineering, cost reduction, strengthening training and rational allocation of limited resources.