If you were the manager of a corporate logistics department what problems would you face? What is the solution to the program

Case Study Question 1: Logistics Cost Management at Brooklyn Brewery I. Basic Facts: Brooklyn Brewery distributes Brooklyn Lager and Brown Pale Ale in the United States and has been in business for three years. Although it has not yet become a national name brand in the United States, it has created a $20 billion per year market in Japan. Resources Ltd. is an international subsidiary of the oil company. Prior to this company's visit to the Brooklyn brewery, the brewery had no immediate plans to export its beer to Japan. Japanese consumers would enjoy this beer and suggest that the Brooklyn Brewery go full circle with the trading company to discuss marketing the business in Japan. The trading company suggested that Brooklyn Brewery ship the beer to Japan and advertise the unique freshness of its imported beer. This is a chi-marketing strategy and a logistical operation because the high cost makes no other brewery currently exporting beer to Japan by air. II.LOGISTICS COST MANAGEMENT 1. Control of transportation costs at Brooklyn Brewery. Brooklyn Brewery shipped its first case of Brooklyn Lager to arrive in Japan in November 1987 and used various air carriers during the first few months. In the end, Japan's Kanazawa Airlines was selected as the sole air carrier for Brooklyn Brewery. JKA was selected because of the value-added services she provided to Brooklyn Lager. Concrete delivers the beer at its terminal at J.F.K. International Airport and arranges transportation on commercial flights to Tokyo, where Concrete handles customs clearance through its Japanese customs broker. These services help to ensure that the product fully meets the freshness requirements.2. Brooklyn Brewery logistics time and price control. With the beer can meet the freshness requirements, because such logistics operations can be brewed within 1 week after the beer directly from the brewery to the hands of customers, while the average order cycle for overseas shipments of beer is 40 days. Freshly made beer is able to exceed the typical value pricing, which is 5 times higher than the price of beer shipped by sea. While Brooklyn Lager is an average priced beer in the United States, it is a premium priced product in Japan, garnering extremely high margins.3. Brooklyn Brewery Packaging Cost Control. Brooklyn Brewery will change its packaging to reduce transportation costs by shipping small kegs of beer instead of bottles. Although the weight of kegs is equal to that of bottled beer, it reduces the chance that the beer will be damaged by broken glass. In addition, kegs require less protective packaging, which will further reduce shipping costs. Third, the effectiveness of logistics cost management Lager's high price did not hinder the beer's sales in Japan. in 1988, its first year in the Japanese market, Brooklyn Brewery achieved 500,000 sick sales. sales increased to 1 million dollars in 1989, and 1.3 million dollars in 1990, and its total exports accounted for 10 percent of Brooklyn Brewery's total sales. IV.CASE REVIEW 1. Key features: 1) Logistics cost management is targeted. The enterprise is in order to sell beer to Japan for total cost management, in terms of logistics costs on the formation of a clear goal, under the premise of ensuring the freshness of the beer, to achieve the optimization of the total cost of logistics, so as to enhance the competitiveness of the enterprise's products in the Japanese market. 2) Classification and control of logistics costs. For enterprises, logistics costs may be composed of costs in several areas. To effectively reduce logistics costs, it is necessary to carefully analyze the status of the composition of logistics costs and adopt different methods for different situations. The enterprise breaks down the total cost of logistics into transportation cost, time cost and packaging cost, etc., and adopts the control methods respectively to realize the expected goal.3) Organically combine the logistics cost management with the marketing and market expansion strategy of the enterprise, and set up and perfect a standard system and control system of logistics cost management.2. Two revelations: reminding us in the cognition that any enterprise can incorporate the issue of logistics cost management into the production and operation process of the enterprise for strategic thinking. Into the enterprise production and operation process for strategic thinking. Enterprise and market competitiveness is included in the re-confirmation and effective control of logistics costs. The methodology also tells us that logistics cost management needs to have a clear goal, categorized control methods, and examples from the supply chain system. At the same time, we should also recognize that the management of logistics cost must be innovative and development.3. Issues to be discussed: 1) What is the essence of the enterprise logistics cost management? 2) Logistics cost management has the characteristic of dichotomy, how to use this characteristic in the management of enterprise logistics? 3) Enterprise logistics cost management not only can be categorized and controlled, but also can be controlled in phases or segments, how to organically combine the various control methods to form a perfect control method? How to combine various control methods organically to form a perfect control system? 4) Please analyze the main components of logistics cost in the context of your own enterprise and actual practice. (5) how to innovate enterprise logistics cost management? 2. enterprise logistics planning: the embarrassing situation in the operation of a street retail store, a beverage company's a stocker to the store delivery, the following is the dialogue between him and the retail store owner: enterprise stocker: "Zhang boss, I come to your delivery. ." Retail store owner: "Why is your company so slow in making deliveries? The goods I ordered should have been delivered yesterday! But you're only here now, look, my customers have all run away!" Corporate stocker: "I'm sorry, we're having a bit of a problem on our side of the company." Retail Store Owner: "How come the goods you delivered are not the same as what I ordered?" Corporate stocker: "Is that so?" Retail Store Owner:?°This product is not right, I asked for a 150 ml drink and you delivered a 500 ml one; this product is not right either, I asked for 30 bottles and you only took 20! What a mess! If you deliver like this, you'll lose all your customers. The product is wrong! The time is wrong too! I want to return it, I can't stand you guys, I won't deal with you anymore!" Question: (1) What are the problems in the operation of the beverage company? (2) What do you think should be done to solve the problem? Like the above example of the beverage company, such loopholes in the logistics work and rough logistics services will undoubtedly make its reputation damaged, resulting in a significant drop in turnover. In today's increasingly competitive market, the frequent occurrence of the above problems is very difficult to survive. In order to avoid these situations, the enterprise logistics department should do to maintain appropriate inventory, timely replenishment of goods, the development of a reasonable customer distribution plan, which will be the first step to improve business performance. As the logistics staff who have the most direct contact with customers, they should also be trained to serve customers with a good attitude, a friendly smile and a thankful heart. In addition, when a problem arises in logistics services, the logistics department immediately takes countermeasures to solve it. In this way, the situation in the operation mentioned above will not occur. From the above, it can be seen that nowadays logistics work has become a powerful weapon for enterprises to enhance competitiveness. The business level of the logistics department is very important for improving the operation of the enterprise and ensuring the realization of profits. Promoting the efficiency and rationalization of logistics work has become an important strategy for the survival of enterprises. Case 3. China Storage from the traditional storage and transportation enterprises to modern logistics enterprises to transform China National Materials Storage and Transportation Corporation covers an area of 13 million square meters, 4.5 million square meters of cargo yards, warehouses 2 million square meters, the total amount of warehousing area of the country's largest enterprises of the same kind. Compared with the new logistics enterprises, the cost of China's storage is extremely low, with a large number of transit and multi-batch, small batch distribution of the inherent advantages, with the warehouse into a large logistics center conditions. Facilitate the centralized management of logistics business of all kinds of enterprises, the formation of economies of scale, reduce costs. 1, the traditional advantages of the Chinese storage in the logistics center of the Chinese storage **** there are 129 railroad lines, a total length of 144 kilometers, and the country's railroad stations can be sent to the goods, stored in the Chinese storage warehouses, regardless of the shipment of goods from the place of origin or in the place of consumption into the goods, the customer can be obtained by the railroad transport direct access to the economy, safety and convenience. This is the important foundation for the formation of national logistics and regional distribution in the storage of the combination of service characteristics. In the process of implementing the modern enterprise system, China Reserve has established the parent-subsidiary company system with assets as the bond, rationalized the property right relationship, and formed the framework of the group company. The 64 warehouses belonging to CPS are distributed in the centers and ports of major economic circles across the country, forming a huge network covering the whole country and closely connected. Using this network, CPS not only provides logistics services such as warehousing and transportation, but also effectively integrates business flow resources and becomes the agent distributor of metal materials, paper products, fertilizers and other production enterprises. Logistics focus on the network, no network, there is no unified service standards, documents and settlement system, can not really do ask to the door service. CCS has a natural network, which is the foundation for squeezing into the market and establishing modern logistics distribution center.2. Value-added services of CCS (1) Spot trading and immediate release of market quotations. More than 20 warehouses of China Storage become the commodity trading market in the form of front store and back warehouse according to the needs of regional economy. Including metal materials, automobiles, building materials, timber, plastics, electromechanical products, paper products, agricultural and sideline products, vegetables and fruits, daily necessities and other markets, and the real-time market quotations of the national major production materials market are released on the website of China Storage. (2) Intermediate processing of logistics. The major metal materials distribution centers are equipped with shearing and processing equipment, such as the Tianjin Baosteel Storage and Distribution Co., Ltd. which is a joint venture between Tianze, Shanghai Baosteel and Japan Mitsubishi Corporation, with a total investment of 130 million yuan, and the introduction of steel cross-cutting and longitudinal shearing production lines with international advanced level from Japan, with an annual processing capacity of 100,000 to 120,000 tons. (3) Whole process logistics organization. With 40 years of experience in storage and transportation and a professional logistics management team, CPS uses modern information technology to design economic and reasonable logistics solutions for users, integrates internal and external resources, including the integration of different modes of transportation, the integration of warehousing and transportation resources, and the integration of cross-region resources, etc., and organizes the whole process of agency and door-to-door services to achieve the lowest total cost of the whole process of logistics. (4) Various forms of distribution services. First, production distribution. As a distribution base for finished products of production enterprises, it provides pre-production, mid-production and post-production distribution services for raw materials and finished products to production lines and the national market. For example, China Storage's Tianjin Tangjiakou Warehouse and Shaanxi Xianyang Warehouse provide distribution services for neighboring color TV manufacturers. Second, sales distribution. In the way from the factory to the national market, China Storage plays the role of regional distribution center. Producers will transport products in large quantities to the logistics centers of CPS, and CPS will provide custodianship and distribution services for its many sales outlets. Such as Haier, Aucma, Changhong and other products have been sold to the national market through the storage of logistics centers around the country. Third, chain store distribution. Provide sorting and distribution services for supermarkets and chain stores. For example, Shanghai Hunan Company provides on-call distribution service for Lotus supermarkets of Zhengda Group. Fourth, processing and distribution. Many logistics centers of CPS provide one-stop service of transaction, warehousing, processing, distribution and information service for users.3. Use of modern logistics technology In the face of the severe challenges brought by the new economy to the traditional industries and the great potential of the logistics market development, the traditional storage and transportation business will be relegated to the subordinate position, and the new logistics enterprises with modern logistics organization and management and the realization of the internal information management will become the backbone of the industry. The goal of China Reserve is to give full play to the leading role of China Reserve, using two resources at home and abroad and China Reserve's internal resources, take the acquisition, merger and other means to achieve a rational layout of the country, and build a number of logistics centers compatible with modern logistics needs, and then promote China Reserve as a whole to the pace of the transformation of modern logistics enterprises to the international standards, China Reserve to build a first-class service of the modern logistics enterprises. To this end, China National Storage Corporation has accelerated the construction of system informationization, invested in the establishment of "China National Storage Logistics Online Co., Ltd.", with the purpose of combining the virtual electronic network and tangible logistics network, integrating domestic and foreign resources and upgrading the traditional business. In the process of implementation, it gives full play to its own advantages, firstly completing the construction of the system's internal logistics network, including the standardization of data sources, documents and business processes, reengineering business processes, and through the electronic transformation of the traditional enterprises to become digital warehouses capable of meeting the needs of modern logistics. Achievement of electronic distribution centers, warehouses, transport networks as the basis for the digital warehouse to complete the modern logistics organization as a link to the core of the e-commerce logistics platform in the storage, horizontal combination of transport network systems, vertical connection industry distribution system, the establishment of a reasonable layout, efficient operation of the modern logistics, distribution and distribution of e-commerce network system. China Storage through the use of modern logistics technology to realize the traditional storage and transportation to the modern logistics enterprises across. Case 4: Changhong is our country's largest manufacturer of color TV sets, in 1998, Changhong will be set up in branches across the country to deal with the storage and distribution and other businesses, separated from the branches, set up distribution centers, where the development of planned, centralized handling of the logistics strategy plan. In the past, Changhong took the approach that products assembled in factories were passed directly to stores engaged in business in various locations for temporary storage, and then distributed to customer locations based on orders placed by customers. Regardless of the number of pieces of distribution, each store must be equipped with a general cargo personnel and trucks. Transportation costs account for more than 70% of logistics costs. Changhong facing this cost pressure, the inevitable rise in logistics costs will seriously affect the competitiveness of enterprises, Changhong used the above separation of goods, and set up distribution centers to rationalize the logistics plan for shopping flow. Distribution centers are established in large cities where branches are concentrated, and one center can undertake the commodity distribution business of about 20 branches. The establishment of distribution centers, branch vehicles and delivery personnel can be compressed, so that fewer vehicles can be used to transport a large number of goods. Further, it is possible to implement consistent product transportation from the factory to the consumer, which can achieve considerable results, such as high-volume transportation. Comment: There are many other examples of such measures, which are representative of the logistics rationalization measures taken by various enterprises. This rationalization measures can achieve the required level of service, but also in the reduction of costs to achieve great results. 5. China's reserves to expand the logistics distribution business of China National Materials Storage and Transportation Corporation based on the hardware advantages of storage and transportation and network advantages, and actively expand the distribution business to the existing distribution of large and medium-sized cities throughout the country as the basis for the formation of warehouses in the regional logistics distribution centers and the gradual establishment of China's storage of the whole system of logistics distribution network and a complete distribution business process. It also gradually establishes the system-wide logistics and distribution network and complete distribution business process as well as service standardization of CPS, and advances to the modern logistics industry. At the end of 80s, there were only two warehouses in China Storage engaged in distribution business, the main form of which was to provide pre-production, in-production and post-production distribution services of raw materials and finished products for production enterprises. So far, more than 60 warehouses have been involved in this business, and many traditional warehouses have become distribution centers that can provide distribution, inventory, processing and other services. The forms of distribution are various, and the depth and breadth of services are constantly extended. In order to make customers feel at ease and satisfied with the use of distribution services in the storage, storage to the customer put forward a "timely distribution, accurate delivery, rapid feedback, handling safety, reliable reputation, network services" commitment. "Timely distribution" means that after receiving the distribution order, we guarantee to deliver the goods within the city on the same day, within 200 kilometers within 24 hours, and within 600 kilometers within 36 hours; "Accurate handover" means that the professional staff will be responsible for the handover work, and ensure that the goods and all kinds of documents will be handed over in a simple and accurate manner. The handover procedures of goods and various bills are simple and accurate; "rapid feedback", that is, after the goods are delivered by sorting, we guarantee to notify the customers with the fastest communication to confirm; "handling safety", that is, we implement green services, do not pollute, do not destroy the goods packaging, and ensure that the damage rate of the outer packaging is under 1 ‰ below; "reliable reputation", that is, by the storage of the reasons for the occurrence of cargo loss of cargo liability accidents, the storage will be the market price of the full amount of compensation, at the same time, customers can also choose whether the storage of the goods on behalf of the insurance; "network services", that is, in the storage in Shenyang, Dalian, Tianjin, Shijiazhuang, Zhengzhou, Xi'an, Xi'an, China, Shijiazhuang, Zhengzhou, Xi'an, Xianyang, Chengdu, Chongqing, Wuhan, Hengyang, Nanjing, Lianyungang and Shanghai to realize the network transformation to reduce the rate of empty trucks. CPS not only seriously fulfills its commitments in the service, but also provides specific and personalized services for different customers. For example, in the process of serving Haier, the South Branch of China's storage services, warehouse temperature and humidity to maintain within the prescribed range, to achieve the warehouse floor and goods on the ground without dust, while the custodian of the "day to day," the distribution of the business in principle the same day the task of the same day to complete every day, every week, every month, dynamic inventory and report on time. Another example, Wuxi China Storage Material Company and Zhangjiagang Pohang Stainless Steel Co., Ltd. cooperation, Wuxi China Storage in order to ensure the safety of goods in transit, the vehicle is equipped with a sufficient number of "well" type wooden frame base; rolled plate loaded car, reinforced and covered with rain tarpaulin; loading and unloading the use of soft cables, landing on the cover under the cushion; rolled plate is loaded on the train When loaded onto the train, the floor of the wagon is covered with grass mats and loaded in accordance with Zhangjiagang's drawings; the coil boards and wagons are bound firmly with No. 8 wire, and the contact parts of the coil boards and wires are all protected with rubber mats. Wuxi China Storage in ensuring the safety of goods transportation at the same time, really achieve customer satisfaction. Then, for example, the Chinese storage for LG Electronics Shenyang Luck gold Limited inventory of goods not only to provide rain, theft, moisture, rodent, pollution and other basic guarantees, but also in accordance with the requirements of the company's confidentiality of all business information, to provide 24-hour loading and unloading services, automobile transport fast, timely and accurate delivery to the northeast region of each designated sales agent location. In addition, the Chinese storage Lujiazhuang East Sanjiao Warehouse for the Hong Kong Dexun Sea and Air Transportation Co., Ltd. of Siemens products, Kistler Office Equipment (China) Co., Ltd. of Liaoning Branch of high-grade office equipment, the Chinese storage Shijiazhuang East Sanjiao Warehouse for the Haier Refrigerator Sales Ltd. of refrigerators, the Chinese storage of shares in the Shanghai Huanan company for the Zhengda Group Yi was the Lotus chain of supermarkets for the goods of the delivery of services, etc., are the effective fulfillment of the distribution service All of them have effectively fulfilled their distribution service commitments and provided personalized services according to the requirements of different customers, so as to do everything for the sake of customers and provide customer services. At the same time of rapid development in the field of distribution business, China National Materials Storage and Transportation Corporation (CMST) is actively planning to link more than 60 warehouses scattered throughout the system into a network and strengthen the construction of informatization, with a view to realizing the docking of logistics and distribution network and e-commerce network. At the same time, China National Materials Storage and Transportation Corporation is taking China National Materials Storage and Transportation Corporation (stock code: 600787) as the backbone, actively integrating, reorganizing and optimizing the existing assets, so as to make the traditional warehousing warehouses transform to the regional modern logistics centers, and make positive strides towards the first-class modern logistics enterprises with networking, informationization and scaling. 6, March 25, 2001 a department store through the website of the e-commerce platform to place a commercial order of 55 units, order number 5000571. Haier logistics procurement department, production and manufacturing departments at the same time received the order information. On the computer system shows the shortage of commercial air conditioning division; procurement department to compressor suppliers issued online order; distribution department (according to the distribution order) 4 hours to send materials to the workstation. 30 March Haier completed the production of 55 commercial air conditioning, and the same day delivery to the user. It took Haier only 5 days to complete the customized order. (1) the integrated operation of Haier's internal logistics; (2) the relationship between Haier's logistics and social logistics. Points for analysis: (1) Haier establishes an e-commerce website with order processing as the core. It realizes the connection between orders and production system and procurement system within the enterprise, automatically determines the production plan and procurement plan, and realizes the door-to-door delivery of raw materials through the distribution department. 2) Although Haier has its own distribution department and other logistics systems, it can fully utilize the resources of third-party logistics to improve Haier's logistics at a lower cost and a higher level, in the light of the increasing improvement of third-party logistics. Tasks. At this time, the role of Haier Logistics is to rationally plan and arrange the organization of social third-party logistics, so that its own logistics and Haier and its production, procurement and marketing system seamless link. 7, the U.S. home help company is a large home decorating retailers, home help companies in the United States in 18 states operated more than 200 warehousing stores, an average of each store area of 100,000 square feet and provide 25,000 different products. The sales breakdown is as follows: wallpaper and upholstery fabrics 50%; decorative accessories 25%; lighting and electronics 20%; and furniture 5% Home Helpers is a leader in the industry, with a 10% share of the $80 billion home décor retail market. Forecasts indicate that the market will reach $120 billion in sales in 2004, with Home Helpers enjoying 20 percent of the overall industry sales. Home Helpers' primary consumer composition is 40% professional remodelers; 60% self-employed individuals. Home Helpers are closely associated with professional remodeling companies. However, at present, professional decoration companies only buy 10% of the furniture supplies from Home Helpers, mainly because: (1) Home Helpers' delivery service is outsourced to local transportation companies, and the transportation companies usually add $10-30 to the Home Helpers' asking price for each piece of furniture, which is not expensive, but it is easier for the customers of the decoration companies to get psychological acceptance of the free delivery of furniture. psychologically acceptable to the remodeler's customer, so the remodeler's customer buys the furniture elsewhere. (2) Home Helpers is limited in stocking each of its stores to display a wide variety of products. Only 7% of all orders are usually met from stock reserves. If a store is out of stock, the order will be transferred to one of Home Help's regional warehouses and the furniture will be picked up from the regional warehouse stock and delivered to the store, with the earliest time a customer can receive the furniture being 3-7 days after the original order. If the regional warehouse is also out of stock, it takes longer for the customer to get the furniture because Home Helpers has to order it from the manufacturer. Because of the extended and uncertain delivery times, remodeling companies primarily buy from independent distributors to meet the convergence of furniture delivery times and installation times to ensure that remodelers stay on schedule. Wetmore is a furniture manufacturing company whose primary customers are retail level distributors. There are currently two manufacturing plants and six regional distribution centers. six distribution centers are located throughout the United States, and 40% of customers order electronically. Wetmore's manufacturing plants use sales forecasts to plan production. The forecast is locked in 6 weeks prior to assembly. 3 distribution centers carry all product inventory and maintain minimum inventory levels. When inventory drops to a predetermined minimum, incoming orders are sent to the appropriate manufacturing plant. The remaining 3 distribution centers stock just a few fast-turning products. When a customer order is received, the order is assigned to the distribution center closest to the customer, and if that center is out of stock, the out-of-stock product is either redeployed from the closest distribution center or ordered from the manufacturing plant. If the intended product is multi-variety, it is shipped until all the products are ready to be shipped to ensure that a single delivery is made and the customer can get all the products they need. All orders are processed through the distribution center, which checks the aggregated orders nightly, attempts to make the entire shipment, and selects the appropriate delivery route. Typical order cycle times are 3-6 days when inventory is available at the initially designated center. Inventory transfers between internal distribution centers usually take 2-3 days, and when a product is ordered to a manufacturing plant extension, another 8-12 days are added to the lead time. Whittemore's original major partner was Happy Furniture, whose sales used to reach 25% of Whittemore's, however, due to the financial crisis of Happy Furniture, its fluctuating ordering is causing Whittemore to understart. Currently, Wetmore is in dire need of a new partner. Question: 1)Is there any possibility of cooperation between Wetmore Company and Home Help Company, explain the reasons? 2)If the cooperation, what aspects of the existing logistics system of Wittmore Company need to be improved, please design its logistics operation program. Points for analysis: 1) There is a possibility of cooperation between Whittemore and Home Help. (1) Wetmore's main customers are retail level dealers, need to find a partner to shorten the order cycle as soon as possible, after the integration of shortening the link so that customers get furniture in the shortest possible time; (2) through the forecasting of production plans to maintain a reasonable level of inventory; (3) to improve the level and quality of delivery services, to improve the unity of the management, to facilitate the communication. 2) Logistics system needs to be improved: the use of information system Joining, the warehouse and distribution center of Whittemore Company to the home help company distribution, the information center to deal with a variety of things, can be organized to summarize the order, integration of shipment, and choose the appropriate delivery route. 8、Gome Electrical Appliances has developed from an electrical store to a national chain of more than 100 electrical appliance sellers, Gome mainly by centralized purchasing through the headquarters to depress the price of goods, the stores to concentrate on sales using the regional large library and stores small library composed of the distribution system, to achieve nationwide distribution. Please answer the following questions: 1) What measures did Gome take to reduce costs in the above case? 2) What other measures do you think can be taken to reduce costs? 9、The American Machinery Company is a machinery manufacturing company that has a long history of meeting customer needs. In order to ensure the supply, the company has established more than 500 warehouses in the United States. But warehouse management costs have been high, about 20 million dollars a year. So the company hired a research firm to do a careful investigation, the results are: the current situation, if the reduction of 202 warehouses, it will make the total warehouse management costs down 2-3 million U.S. dollars, but due to the possibility of causing the supply, the sales revenue will fall by 18%. Question: (1) If you were the president of the company, would you reduce the number of warehouses based on the results of the survey company? Why? (2), if not, how do you make the decision? Points of analysis: (1), would not. This is because reducing 202 warehouses would only save $2-3 million dollars, but cause an 18% drop in sales revenue, which is more than worth the cost. Even if you can save a lot of money, but by reducing the warehouse loss of sales revenue is not the best strategy, because it is equal to the loss of customers, in the modern marketing environment, the only way for enterprises to survive and develop is to maximize the satisfaction to meet the needs of users. (2), first of all, through the survey, based on the principle of target market segmentation of the national market is subdivided into 10-15 large regions, the purpose is to establish regional distribution centers in each large region; secondly, through the distribution center site selection method to choose the appropriate geographic location of each regional distribution center; thirdly, in each region, select about 5 centralized sales Third, in each region, select about five centralized sales cities, the establishment of urban distribution centers; Finally, from the basic operations, practical logistics technology, logistics equipment, management information systems, four aspects of the real sense of the distribution center to reduce logistics costs and improve customer satisfaction goals. Only in this way can we achieve a large reduction in warehouses, the purpose of cost reduction, and at the same time improve customer satisfaction through the operation of modern distribution centers, two birds with one stone. Case 10: a company for the first time to three container transportation business, time is tight, from Shanghai to Dalian railroad 1200 kilometers, 1500 kilometers of road, waterway 1000 kilometers. The company has its own 10 10 tons of ordinary trucks and an automated three-dimensional warehouse, by contacting a nearby intermodal company, although there is no container trucks, but there are professionals and experience in freight forwarding, but the price is higher, as for the sporadic containers to arrange for the implementation of the wagons and cabins, is really no bottom, you think what measures to take more appropriate? (1) their own purchase of a number of container trucks and then organize transport. (2) The idea of the railroad department to arrange transportation but do not know what to do. (3) The shortest distance by water, please shipping company to solve the transportation. (4) Although the intermodal company does not have container trucks, it can be asked to rent a car to complete the transportation. (5) There is no suitable means of transportation, so you can quit the business.) To ask the intermodal company to undertake this task is better, more secure, intermodal company is a third-party logistics service enterprises. 2) Third-party logistics service providers, according to whether they have assets can be divided into asset-based providers and non-asset-based providers, the standard of measurement is by no means that it has no actual logistics assets, but rather to look at the professionals and freight forwarding experience, there are assets can be less expensive, but less flexible; non-asset-based providers, according to the different needs of the "tailored to suit the needs of the garment "It is very flexible. 3) Invite third-party logistics service providers, you should do the following: ① The intermodal transportation company to do the necessary investigation to see how the credibility. ② necessary contract negotiations to resolve the contract implementation standards, standards of measurement, liability and price ③ efforts to avoid the failure of cooperation between the two sides, both delivery and send someone to care about the matter ④ state that if the quality of service is good, the possibility of long-term cooperation can be considered Other programs are not secure, no certainty, risky Case 11: Southwest Warehousing Co. is a state-owned commercial storage and transportation company located in Chengdu City, Sichuan Province, with the deepening development of the market economy, the original company's business is very flexible and flexible. With the deep development of the market economy, the original business resources are gradually reduced, and in the process of survival and development of the enterprise, it has also experienced the development process from professional storage and transportation company to non-professional storage and transportation company and then to professional storage and transportation company. In the case of insufficient business resources and customer resources, this enterprise with warehousing as the main business of its storage service is to store whatever is available. Previously, it was mainly hardware and electric appliances, and later it also stored production materials such as steel, cement and architectural paints. This way of doing business solves the problem of renting out corporate warehouses. So, how does this enterprise develop regional logistics? l) Specialization When the storage resources and re-utilization of the time, the enterprise did not get more benefits, after market research and analysis and study, the enterprise finally determined based on their old profession, the development of household appliances-based warehousing business. On the one hand, in the household appliances warehousing, increase investment and strengthen the management, strengthen the contact with domestic and foreign well-known household appliances manufacturers, to these customers and potential customers to introduce the enterprise determined for the household appliances enterprises in the direction of professional development, to attract home appliance enterprises to enter. On the other hand, consulting with the original non-household appliance enterprise users and suggesting them to switch to the bank, while introducing their own non-household appliance users to other counterparts on their own initiative. 2) Extended services In the transportation and use of household appliances, there are constantly damaged household appliances, in the past, each manufacturer is their own maintenance, office space and manpower costs are very high, after consultation with the user, in the case of recognition by the majority of producers, the enterprise in the library to start the maintenance of household appliances, not only solved the actual problem of after-sales service of the manufacturer, but also save the cost of transporting repairs back and forth and save the cost and cost of transporting repairs. It not only solves the practical problems of after-sales service of the manufacturers, but also saves the cost and time of transportation of maintenance products, and diverts the surplus staff within the enterprise, killing two birds with one stone. 3) Diversification In addition to providing users with warehousing services, this enterprise also provides office services for one of the largest customers, to provide office space to the customer's marketing and sales departments, providing customers with the working environment of the front store and the rear factory, greatly improving customer satisfaction. 4) Regional logistics and distribution Through several years of development, the enterprise management level has been improved, the enterprise's internal resources have been fully tapped, the same, the enterprise's warehousing resources and other resources have been in a state of saturation, resource saturation, where does the increase in revenue come from? In the domestic development of modern logistics situation, this enterprise recognizes that only out of the warehouse, to the community, the development of logistics, in order to improve the economic efficiency of enterprises, improve the strength of enterprises. Development of logistics from where to start? After investigation and analysis, decided to start from the study, than their own advanced enterprises to learn, and gradually enter the field of modern logistics. After much effort, they found a third-party logistics enterprises, under the guidance of this third-party logistics enterprises, through cooperation with several local transportation enterprises (outsourced transport), began the logistics and distribution of household appliances in the region to provide logistics services for a multinational company, and now the logistics and distribution of household appliances for this enterprise has covered Sichuan (Chengdu), Guizhou and Yunnan

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