国际货物运输代理业的业务流程重组研究

上海交通大学硕士学位论文国际货物运输代理业的业务流程重组研究姓名：陈岚申请学位级别：硕士专业：工商管理指导教师：邵晓峰20070128WTOAAA2120,,,,THERESEARCHOFBUSINESSPROCESSRE-ENGINEERINGININTERNATIONALCARGOTRANSPORTATIONFORWARDERSABSTRACTWiththerapiddevelopmentofChineseeconomyanddeepinnovationofeconomysystems,thetraditionalforwarderscan’tsatisfythedevelopmentofmodernlogisticsanylongersinceChinaenteredtoWTO.Theyhavetotransfertomodernforwarderswhoareabletoprovidemulti-servicesuchastransporting,warehousing,packaging,distributing,informationmanaging,andsoon.Itisnodoubtthatthistransitionwillbringhigherstandardstotraditionalforwarders.Facingthisopportunityandchallenge,traditionalforwardersshouldspeeduptheirstepstobecomeamodernlogisticscompany.Inthewayofadjustingstrategy,renewingoperationmodeandreengineeringbusinessprocess,traditionalforwarderscanchangefromtheintermediateplayer,whichonlychargethetransportationanddocumentsfortheircustomers,tothemodernizedthirdlogisticsparty,theleadingplayerinourlogisticsindustry.Beginningwiththeindustrydevelopmenttendencyandthecompetitionsituationmovement,thewriteranalyzedthevarietiesofopportunitiesandthreatensinforwarderindustry,andpointedoutthat,theonlywayfortraditionalforwarderstosuitforthenewsituationistoadjusttheirstrategyandturntothethirdlogisticsparty.Certainlytheadjustmentofbusinessstrategywillleadtothereengineeringofoperation,thereforewecanclearlyunderstandthenecessityofthereengineering.Secondly,thisthesisgaveoutthepointofthenecessaryreengineeringtotraditionalforwardersbytherequirementsfromthreefields:industrydevelopment,businessdevelopment,andtechnologydevelopment.Withprofoundanalysis,itshowedthatthiswasactuallycausedbycustomers’requirements.Customers’requirementschangethemarkets,thenthemarketsdecidetheindustrytrend,thusindustrytrendaffectthecompanystrategy,whichresultinthereengineeringofoperationmodeintheend.Thirdly,thisthesistookatypicalcase,theoperationprocessofCompanyAforexample,analyzeditsadvantagesanddisadvantages.BasedonthetheoryofCustomerRelationshipManagement,whosepurposeistoimprovecustomersatisfactionandreducecustomerlostrate,thewriterbuiltannewoperationprocesswithmoreadvantagesasfollowing:EffectivelyimprovethewholeworkingefficiencyObviouslyenhanceCustomersatisfactionInordertoprovetheopinionthatthenewoperationprocessisbetterthantheoldone,thewriterhasbuiltamodeltoanalyzebusinessprocessingefficiency.Twokindsofoperationprocessweresimulatedunderthesameconditions.Comparingwiththesetwosimulationresults,thewriterdrewaconclusionthatthenewoperationprocessexcelstheoldone.Lastbutnotleast,throughdeeplystudyingthereengineeringinnovationcasefromCompanyA,thewriterlearnedsomelessonsformtheirfailure.Furthermore,afterdiscussingthereasonswhytheycametothefrustration,hereinthewriterlistedtheproblemsthatwouldbepossiblymetintheoperationreengineering,andalsoofferedtherelevantsolutionsforreference.Itisvaluableforthecompanieswhointendtoreengineertheiroperationprocessesinthenearfuture,topreventthemfromsteppingbackwithCompanyA.Thefirsttwentyyearsof21centuryistheimportantopportunityforChineselogisticscompaniestodevelop.IfChineseforwarderscancatchthischance,absolutelytheywillgotoasuccessfulandbrilliantfuture!KEYWORDS:Forwarder,BusinessProcessReengineering,StrategyofInnovation,theThirdPartyLogistics,CustomerSatisfaction,CustomerRelationshipManagement(CRM)2006121520061212006121MBA11.12020063.922.21.36518.62006800TEU795723.40.2120045195011200451920045011350002200520041003401002981004——“”“”“”“”1://baike.machine365.com/MBA102.2//2.2.1XXXXVIPX/MBA112.2.2CIFFOBDDUDDP/////MBA122.32090IT19941998P&G2.4MBA13AA200420053.1A3.1.1AAAA20,2001200AAA1253256AAA3-1MBA143-1AFIGURE3-1TheOrganizationChartforACompanyAA4ITITAA3.1.2AA90%3-23-3AAMBA153-2A/OFFICEMBA16Figure3-2TheOperationProcessChartofACompany’sExportBusinessA3-33-2A1X2X3X4X5X6X7X8OFFICEX9X10X11X12X13X14/X15X16XXAA3.1.3AA(1):(2):MBA17(3):(1):(2):(3):MBA183.2JP61SYSTEMATICREDESIGN2CLEANSHEETAPPROACH3.2.1CRMCustomerRelationshipManagement,Customer1)5-82)5%85%3)15%50%6JP20032MBA194)70%7CRMCRM3-33-3FIGURE3-3theDevelopmentofMarketingConceptCRM3-4FIGURE3-4CustomersStatusChangeduringtheEnterpriseDevelopmentCRM“”7CRM..2003MBA20TheAssociationForManufacturingTechnology,AMTCRM83.2.2ACRMCRM3-5A82004MBA213-5FIGURE3-5TheNewOrganizationChart3-6AMBA22/SOPMBA233-6FIGURE3-6TheNewOperationProcessChartofACompany’sExportBusiness/MBA253-71X2XX3XX4XX5X6X7XX8X9X10X11X12X13XX14X15XX16X17X18X19OFFICEX20X21X22X23/X24X2