中国物流企业发展战略研究(借鉴UPS中国运营战略)

上海交通大学硕士学位论文中国物流企业发展战略研究（借鉴UPS中国运营战略）姓名：曲品南申请学位级别：硕士专业：工商管理指导教师：仰书纲20070128UPSWTOUPSUPSUPSUPSUPSUPSUPSUPSUPSUPSUPSUPSUPSUPSWTOUPSWTOTHERESEARCHOFDEVELOPMENTSTRATEGYOFCHINALOGISTICSBUSINESSABSTRACTThisthesisfirstlyanalyzedthecurrentdevelopmentstatusandtrendofinternationalanddomesticlogisticsbusiness,clarifiedthegreatsignificanceofdevelopingmodernlogisticstoChina–developmodernlogisticscanelevatemacroeconomyoperationquality,canfurtherimproveChina’sinvestmentenvironmentandattractmoreinternationalcapitalinvestment.DevelopingChina’smodernlogisticsistheinevitablerequestfromfacingfiercecompetitionamonginternationallogisticsbusinessafterChinaenteredWTO.LearnandrefertointernationallogisticsbusinessleaderUPSChinaoperationalstrategy,canhelptoelevateglobalcompetencyofChinalogisticsbusiness.Secondly,thisthesissummarizedthebackgroundofUPSanditsChinabusinessdevelopmentstatus.UPSChinaoperationalstrategyistheprerequisiteofUPSachievinggreatsuccessinChina.AnalyzingUPSChinaoperationalstrategycanhelplocallogisticsbusinesschangemindsmorequickly,improvecorporatecompetency,developnichemarket,leverageoutsourcedresources,useE-businessmoreefficiently,involveChinalogisticsbusinessintoclients’supplychainmanagement,andthereforebecomemoreattractivetotargetclients.Thirdly,thisthesismadeanin-depthanalysisforUPSChinaoperationalstrategyandsummarizedbelowkeypoints:ActivelyuseadvancedtechnologyandequipmenttoimproveoperationcapacityContinuouslyimproveandenlargeoperationcapacitythroughacquisitions,mergersandlookingforpartnershipProvideentiretransportationsolutions,procedureandservice,satisfyalllogisticsrequirementfromclientsUPSsuccessfullycompletedthestrategytransformationfromcooperationtojointventureandfromjointventuretoasolelyfundedcorporateActivelydevelopE-business,ignitedgreatinnovationUPScreativefinancialservicessynchronizedthegoods,informationandcapitalUPSChinaoperationalstrategybroughtUPSChinabusinessagreatsuccess,whichsupportUPStobecometheindustryleaderinChinalogisticsbusiness.Finally,thisthesisanalyzedsomefeaturesofUPSChinaoperationalstrategy,whichareforesighted,creative,feasibleandconsistent.ThesefeaturesarekeyfactorswhichensureUPSbecometheindustryleaderofChinalogisticsbusiness.Hence,ontopoftheanalysisofChinalogisticsbusinessstrategy(e.g.insufficientinvestmentinadvancedtechnologyandequipment,lackofcreativity;nodrivingforcetosatisfyclientsneedsandprovidetotalsupplychainsolutiontoclients;lackofforesightedoperationalstrategy;stillmaintainthetransactionalrelationshipswithclientsinsteadofpartnershiprelationships),writersubmittedsomecommentsandsuggestionsasfollows:EstablishpolicieswhichbefitChinalogisticsbusinessdevelopmentCultivatemoretalentsinlogisticbusinessDevelopthestandardizationofChinalogisticsbusinessLeverageadvancedtechnologytocreateinnovativelogisticsserviceEnforcestrategicalliance,encourageacquisitionsandmergersOntopoftheoperationalstrategy,Chinalogisticsbusinessshouldcombineitsbenefitswithclients’,toachieveawin-wintarget.ChinahasalreadyenteredWTO.Wearefacingfierceglobalcompetence.WecanfindmanyaspectsfromUPSChinaoperationalstrategy,whichwecanlearnandreferto.Aslongaswemanagetograspthislearningopportunityandbringtopractice,Chinalogisticsbusinesscandefinitelybettersurviveanddevelop,createowngloballogisticsbrand,andfurthermorecompetewithinternationalcompetitors.KEYWORDS:operationalstrategy,3PL,logisticsandsupplychainmanagement,globalcompetency,WTO2006812006812006811UPSMaerskLogistics()UPSUPSUPSUPSUPSUPSWTOMBAUPS111120301915(SomeProblemsInMarketDistribution)operationresearchlogisticsMBAUPS22080EDIInternet,GPSRFID199711MBAUPS311Figure1-1Comparisonbetweenoriginallogisticandmodernlogistic12MBAUPS42314GPSRFID2MBAUPS534DHLExcelBAXGlobal13GDP2010121991MBAUPS6GDP5GDP61-2GDPFigure1-2TotallogisticcostversusGDP%720047.44187.0712.33204.943.8280510152025301991199219931994199519961997199819992000200120022003200420052006Q1MBAUPS79GDP10WTO2114MBAUPS8123114WTO51213MBAUPS9WTOWTO20041211200412112005121120051211WTOUPSWTOMBAUPS10UPS21UPSUPS1907UPS360UPSUPS20014UPS1907JimCasey100191919241930UPS1953UPS1977UPS501981198561988UPSFAAUPS1989104175MBAUPS111990UPS19921992UPS20010011501993UPS1994UPS.com1996UPS1001999UPS10%2000Web2001UPS20022003UPS2005UPS20082008UPS8090UPSFedExUPSUPSDHLTNTUPS1999UPS1999UPS207111LiringstonFinonSofecome.2000UPSMBAUPS121UPS4.5FritzUPSUPSUPS70500UPS1204UPS15UPSUPSUPSUPS7UPSUinda20026UPS1350UPSUPSUPSUPSUPS22UPSUPS1988MBAUPS13WTOUPS8090UPSUPS2001UPS1999200131UPS20014UPS6747UPS194UPSUPS400010154533023UPSUPS198820014UPS2001UPS45200420031002005200450UPSUPSUPSUPSMBAUPS14UPSUPSDHL1986-UPSFedEx1996UPS5DHLFedExUPSUPSUPSUPS21UPS21UPS2001APEC200220032005UPS2008UPSUPSUPSUPSUPSWTO200412UPSUPS1232380UPS24UPSUPSMBAUPS15UPSUPSUPSUPSUPSUPSUPSUPSUPSUPSGPS22UPSFedExDHLMaerskBaxGlobalKintetsuSinotransUPSUPS22UPSUPS15UPSMBAUPS16UPSUPSUPSUPSUPSUPSUPSUPS25UPSUPSUPSUPSWTOUPSUPSUPSUPSUPSUPSMBAUPS17UPSUPSUPSUPSUPSUPSUPSMBAUPS18UPSUPSUPSUPSUPSUPS31UPSUPSUPSDWSUPSUPSUPS3112345MBAUPS1931Figure3-1OriginalpickupprocedureUPS32UPSUPSUPSMBAUPS2032Figure3-2Pickupprocedure