海底捞公司物流中心建设的实证分析

编号：南阳师范学院2014届毕业生毕业论文（设计）题目：海底捞公司物流中心建设的实证分析完成人：班级：2010-03学制：4年专业：物流管理指导教师：完成日期：2014-03-10目录摘要·············································································································································(1)一、海底捞公司物流中心简介···············································································(1)(一)公司简介······················································································································(1)1．公司概况····················································································································(1)2．海底捞的物流中心·································································································(1)(二)经营优势······················································································································(1)1．连锁火锅企业，实现规模经营·········································································(1)2．人性化管理，程序流程规范··············································································(2)3．全国布局，保证及时安全··················································································(2)二、物流中心建设对海底捞的作用和现状···················································(2)(一)作用与意义··················································································································(2)1．物流中心有力地支持了市场营销体系··························································(3)2．物流中心是连锁的信息中枢........................····················(3)3．物流中心对各分店实现“零库存”起到关键的作用······························(3)4．物流中心完善了连锁经营体系·········································································(3)5．物流中心是连锁经营利润的泉眼····································································(4)(二)现状································································································································(4)1．商品配送未形成规模，统一配送率低··························································(4)2．物流中心的现代化程度低，配送设施落后·················································(4)3．物流中心功能不健全····························································································(5)4．信息技术落后··········································································································(5)三、物流中心的建设······································································································(5)（一）物流中心的建设···································································································(5)1．统一配送，降低门店运营成本·········································································(5)2．动态盘点，有效规范库存管理·········································································(6)3．选择有效管理模式,建立科学的运行机制···················································(6)4．面对市场激烈竟争,努力实现物流中心装备现代化································(7)5．适应现代化物流管理要求,培养物流技术专业人才································(7)(二)物流中心的应用效果和发展前景····································································(8)四、总结··································································································································(8)参考文献··································································································································(9)Abstract···································································································································(10)第1页(共10)页海底捞公司物流中心建设的实证分析作者：王刚指导教师：邓俊淼摘要：在我国新的形势下，对海底捞公司物流中心建设可以有效的推进规模效应和集约化建设，能给海底捞带来一个新的契机。本文认为海底捞物流中心运营过程中存在者物流设施落后和配送略低，信息技术落后，缺乏专业性的技术人才。海底捞公司应该改善物流设施，提高信息化水平，培养物流专业技术人才，完善管理机制。通过统一配送，动态盘点，控制库存，有效的实现其健康的发展。基于此,本文对海底捞物流中心中的建设问题进行了深入探讨。通过一系列分析研究对海底捞物流配送中心合理化的发展提出发展思路及途径。关键词：连锁企业；物流中心；建设与设计；规模经营效益一、四川海底捞物流中心简介（一）公司简介1．公司概况四川海底捞餐饮股份有限公司（以下简称“海底捞”）始创于1994年，是一家以经营川味火锅为主，融汇各地火锅特色于一体的大型跨省直营餐饮民营企业。公司在张勇董事长确立的服务差异化战略指导下，始终秉承“服务至上、顾客至上”的理念，以创新为核心，改变传统的标准化、单一化的服务，提倡个性化的特色服务，将用心服务做为基本经营理念，致力于为顾客提供“贴心、温心、舒心”的服务；在管理上，倡导双手改变命运的价值观，为员工创建公平公正的工作环境，实施人性化和亲情化的管理模式，提升员工价值公司自成立之日起，赢来了纷至沓来的顾客和社会的广泛赞誉。2．海底捞的物流中心四川海底捞餐饮股份有限公司目前拥有四个大型现代化物流配送基地，四个大型物流配送基地分别设立在北京、上海、西安、郑州，以“采购规模化，生产机械化，仓储标准化，配送现代化[6]（p24）为宗旨，形成了集采购、加工、仓储、配送为一体的大型物流供应体系。（二）经营优势1．连锁火锅企业，实现规模经营第2页(共10)页第一方面，海底捞物流集中采购,大批量进货使企业可以得到其得到较大的折扣,降低了原材料的进货成本，第二方面，仓储、配送中心的统一送货,从而降低了销售成本，由于店铺众多,所以海底捞的广告宣传、促销手段效果明显,也节省了这方面的费用。通过连锁布点形成规模系统、布局完整的市场网络,追求规模效应。2．人性化的管理，严谨安全的生产在海底捞北京大兴的物流中心，有一整套现代化的清洗、加工、检验、冷藏或冷冻设备，通过标准化的生产链，每天向北京和天津20多家分店输送菜品。以蔬菜为例，头天下午从农户手里收购来的蔬菜，经过严格验货后进入冷库，第二天一早经人工初步拣选后进入清洗机床，经过消毒并配比了一定比例电解盐的翻滚着气泡的水流，对蔬菜进行充分的清洗，重复两遍，以保证残留的农药可以被最大限度地洗掉，然后进入甩干机甩干，在装箱前还会逐个进行检查，发现未洗净的蔬菜会进行返工，隶属于另一个部门品控部的质检人员会随时监督检查。清洗加工好的成品会在检验室进行细菌含量等指标的化验，保证合格后会按照各个门店的配送数量分别装箱归类放入冷库，在当天下午经由专门消毒后的保鲜车配送到达各个门店。如此严格完整的后台标准化生产使得海底捞各个门店的厨房工作变得相当简单，就是把收到的菜品拆箱，除个别菜品，比如牛肉、土豆等需要切片外，即可按照规定的标准分量称量后装盘上桌。3．全国布局，保证及时安全全国已建成四个这样的配送中心，分别位于北京、上海、西安和郑州，为各地的门店服务。为了尽可能降低库存，物流中心每天的原料进货量及生产量，经过各个门店报送需求后，由计划部经过严格的数据分析后确定并下达采购及生产任务。物流中心的投资和日常运营费用都不菲，但专业化的后台加工配送保证了各个门店菜品的标准化的品质和数量，并把门店后厨的工作量降到最低，保证能以最快的速度上菜。同时，门店的后厨面积也得以被压缩到最小，赢得了最大的产生营业额的摆台面积。下一步，海底捞的目标是完全省略门店后厨环节，已为此设定了1000多个保鲜气体的参数，以保证完全加工好的菜品在最新鲜的状态下直接到达各门店的餐桌。第3页(共10)页二、物流中心建设对海底捞的作用和现状（一）作用与意义1．物流中心有力地支持了市场营销体系物流中心从事的是物流活动,是为经销服务的一种活动。物