1、企業(yè)物流討論案例運(yùn)輸價(jià)格1公司背景某外商獨(dú)資食品制造企業(yè)在中國(guó)投資有6個(gè)工廠(chǎng)（不包括在建和 OEM的工廠(chǎng)），旗下主有4大品牌，年銷(xiāo)售額達(dá)到近 10億。2、公司物流情況 運(yùn)輸基本情況： 公司目前主要的銷(xiāo)售區(qū)域仍集中于南方，南北大致銷(xiāo)售比例為7: 3 （以長(zhǎng)江劃分南北）。由于生產(chǎn)的是屬于低附加值的玻璃罐裝食品（暫時(shí)只有小部分使用 PET瓶），所以公司對(duì)物流成本一直比較注重。目前整體物流費(fèi)用占公司銷(xiāo)售成本的4%左右。A廠(chǎng)每天運(yùn)輸數(shù)量在 300-500噸左右。省內(nèi)配送主要使用汽運(yùn)，而省外港口城市多使用海運(yùn)集裝箱再短駁至客戶(hù)。省內(nèi)配送也使用過(guò)一段時(shí)間的自由車(chē)輛，但考慮到成本較高最終也改用第三方物流車(chē)輛。

2、運(yùn)輸管理主要工作：監(jiān)控運(yùn)作質(zhì)量；管理合同價(jià)格（價(jià)格談判）；日?；仡?；提供發(fā)貨的信息給其他相關(guān)部門(mén)。運(yùn)費(fèi)結(jié)算：汽車(chē)運(yùn)輸價(jià)格設(shè)定，按不同噸位不同標(biāo)準(zhǔn)收?。ɡ?，同一目 的地1- 3噸，3噸一8噸，8噸一10噸，10噸以上，計(jì)價(jià)單位元/噸）每天客服將訂單通知 車(chē)隊(duì)（運(yùn)輸供應(yīng)商），由供應(yīng)商根據(jù)訂單情況派出車(chē)輛到工廠(chǎng)裝貨，具體車(chē)輛調(diào)度由供應(yīng)商 完成（比如某車(chē)裝哪幾票貨物，或者每票貨裝多少）。供應(yīng)商根據(jù)每月發(fā)貨情況跟客服部門(mén)對(duì)帳確認(rèn)運(yùn)費(fèi)。探討問(wèn)題：公司如果想降低運(yùn)輸費(fèi)用可以從那些方面考慮或者關(guān)注點(diǎn)什么？（目前主要通過(guò)每年跟供應(yīng)商的價(jià)格談判降低價(jià)格）拋磚引玉：在這個(gè)案例中，作為物流部門(mén)管理者只是關(guān)注到了價(jià)格

3、表面化的問(wèn)題。作為運(yùn)輸價(jià)格如果只是通過(guò)單一的談判方式來(lái)降低效果是很差的。原因主要是企業(yè)很難清楚運(yùn)輸企業(yè)物流費(fèi)用構(gòu)成具體情況是怎樣，物流企業(yè)一旦咬定價(jià)格已經(jīng)是最低，談起來(lái)就會(huì)有一定困難。當(dāng)然企業(yè)可以找其他物流供應(yīng)商價(jià)格做參照，但由于其他企業(yè)并沒(méi)有操作過(guò)企業(yè)具體業(yè)務(wù)，對(duì)企業(yè)實(shí)際物流運(yùn)作情況并不了解報(bào)價(jià)也可能有偏差（比如：業(yè)務(wù)量、業(yè)務(wù)特點(diǎn)、線(xiàn)路分布、頻率都 可能影響到價(jià)格）；另外報(bào)價(jià)還要考慮物流供應(yīng)商的規(guī)模、運(yùn)作能力及信用等能力。所以對(duì) 外部?jī)r(jià)格的收集，對(duì)后備供應(yīng)商的考察都是物流部門(mén)日常很重要的工作。在這里我們要談的主要卻不是以上那些。 在案例中，我們留意到該企業(yè)的物流調(diào)度管理職能很弱，派單實(shí)際是由

4、供應(yīng)商協(xié)助完成的，這樣無(wú)疑丟失了價(jià)格管理的重要管理工具訂單管理和線(xiàn)路規(guī)劃。訂單由供應(yīng)商分配，那其結(jié)算方式無(wú)疑是按票結(jié)算，無(wú)法實(shí)現(xiàn)線(xiàn)路規(guī)劃，更無(wú)法實(shí)現(xiàn)規(guī)模管理， 訂單被迫都按最小基數(shù)結(jié)算，這樣企業(yè)就可能會(huì)吃虧（比如1個(gè)10噸車(chē)，裝了 3票貨，其中1車(chē)2.5噸到中山、2.5噸到韶關(guān)、5噸到江門(mén)，這樣的話(huà)就是用 2.5噸中山+ 2.5噸到韶 關(guān)+5噸到江門(mén)，有的都是價(jià)格表中相對(duì)較高的價(jià)格。而實(shí)際運(yùn)作中，更多企業(yè)是用的整車(chē) 到最遠(yuǎn)一個(gè)點(diǎn)的單價(jià)加多點(diǎn)的計(jì)價(jià)方式，當(dāng)然這些點(diǎn)之間距離不會(huì)太遠(yuǎn)，而且都是一條線(xiàn)路上。以上方式不一定最佳，部分企業(yè)通過(guò)實(shí)踐和與供應(yīng)商溝通還會(huì)有所調(diào)整）。放棄調(diào)度主動(dòng)權(quán)的同時(shí)，其實(shí)還有

5、兩個(gè)壞處，對(duì)于訂單管理而言，控制訂單大小、客戶(hù)下單時(shí)間的目的沒(méi)有完全達(dá)到；而對(duì)于運(yùn)輸時(shí)間控制難度加大。作為物流供應(yīng)商考慮的最多的還是如何成本 最低，所以有時(shí)線(xiàn)路安排合理性考慮就少了。線(xiàn)路不合理，運(yùn)輸時(shí)間就可能因此而拉長(zhǎng)。如果因物流企業(yè)線(xiàn)路規(guī)劃不合理增加了運(yùn)作成本卻要企業(yè)承擔(dān)那這樣的價(jià)格無(wú)疑更不合理（翻譯后）如下Logistics discuss the case - Tran sport prices 1 Backgrou ndA wholly foreig n-owned food man ufacturi ng compa nies in vesti ng in Chi na has si

6、x factories (not|including OEM factory under construction), its main 4 big brand, with annual sales of nearly 1 billi on.2, the compa ny logistics situati on|Basic Tran sportati on:Our main sales areas are still concen trated in the south, n orth and south sales ratio of roughly|7:3 (the Yan gtze Ri

7、ver separates South and North). As the producti on is a low-value-added|glass canned food (for the time being only a small part of the use of PET bottles), so the company has been paying more attention to the logistics costs. That the overall cost of logistics costs accou nt for sales of 4%.A n umbe

8、r of pla nts every day tran sportati on arou nd300-500 tons. Province distribution mainly used Automotive, and outside the province port city to use more short sea containers and then forwarding to the customer. Distribution in the prov ince is also used for some time free vehicles, but con sideri n

9、g the high cost of eve ntually|switch ing to third-party logistics vehicles. Tran sportati on man ageme nt major tasks: mon itori ng|the operati on of quality; man ageme nt of the con tract price (price n egotiati on); daily review; provide shipp ing in formati on to other releva nt departme nts. Fr

10、eight Settleme nt: Automotive | Transportation prices set according to different standards of different tonnage charge (for example, the same destination, 1-3 tons, 3 tons -8 tons, 8 tons -10 tons, 10 tons, price unitsyua n / ton) per day Customer will no tify the team orders (tra nsport provider),

11、un der orders from|the supplier to send vehicles to the factory loadi ng, the specific vehicle scheduli ng to complete|by the supplier (for example, where a few votes of a truck-mounted cargo, or how much equipme nt per shipme nt). Suppliers based on a mon thly rec on ciliati on of shipme nts with t

12、he customer service departme nt to con firm shipp ing costs.Of the problem: the company can if you want to reduce transportation costs, or concerns from those who consider something?(Currently,mainly through annual price negotiationswithsuppliers lower prices) Start a discussi on:In this case, as th

13、e logistics sector managers only superficial attention to the issue price. As a tran sport pricen egotiati ons if only a sin gleway to reduce the effect is very poor. The mainreas on is the bus in ess en terprise it is difficult to tran sport logistics costs con stitute a con crete situation, the lo

14、gistics enterprises once insist prices are already low, there will be difficult on them. Of course, companies can find the price of other logistics providers as a referenee, but as other compa nies do not operate through the specific bus in ess en terprise,bus in ess-Shijioffer logistics operation d

15、oes not know there may be bias (for example: traffic, operational characteristics, distributionlines, frequency are likely to affect prices); also offer logisticsproviders should also con sider the size, operati onal capacity and credit capabilities. Therefore, the external price of the collection,

16、visit the supplier of the reserve are the logistics departments are very important. Here we wish to mention those who is not over. In the case, we note that the company's logisticsoperation management functionis very weak, actuallysent a single assist in the completion by the supplier, so that p

17、rice regulation will undoubtedlylose an important managementtool for order managementand route planning. Order bysupply distributi on bus in ess, it is un doubtedly its settleme nt Fang Shi An votes settleme nt, Wu Fa Shixia nxia nlu pla nning, Geng impossible Guimogua nli, orders Pipo Du settled by

18、 Zuixiao base, bus in esses exposed disadva ntage ( a 10 t vehicle 3 votes cargo load ing, in cludi ng a car to Zhon gsha n 2.5 tons, 2.5 tons to Shaogua n, 5 tons to Jia ngme n, the case is to use tons|to 2.5 tons in Shaogua n, Zho ngsha n, +2.5 to +5 tons of Jia ngme n, and some are relativelypric

19、e list higher price. The actual operation, more enterprises are using the vehicle to the | furthest point of the unit seeks to add a pric ing point, of course, the dista nee betwee n these|points is not too far, and they are all one line. above is not necessarily the best approach, some enterprises

20、through practice and communicatewith supplierswill be adjusted).Scheduli ng, while giv ing up the in itiative, in fact, there are two disadva ntages in terms of the|order management, control the size of orders, customer orders were not fully achieved the purpose of the time; and more difficult to co

21、ntrol the transit time. As the largest logistics | providers to con sider is how the lowest cost, so sometimes reas on able to con sider the circuit|arra ngeme nt less. Line un reas on able, tran sit time may be stretched. If the pla n is un reas on able because of the logistics bus in ess lines hav

22、e to en terprises in creased operat ing|costs assume that the prices will un doubtedly be more reas on able避免運(yùn)輸浪費(fèi)在持續(xù)降低成本的強(qiáng)大壓力下，制造商對(duì)運(yùn)輸服務(wù)商的可靠性和服務(wù)要求打了折扣?；煜齼r(jià)格與價(jià)值，從長(zhǎng)期來(lái)看可能導(dǎo)致成本增加或者影響貨物遞送。過(guò)時(shí)的設(shè)備、缺乏培訓(xùn)的司機(jī)和糟糕的分類(lèi)與配送流程可能導(dǎo)致不可靠的服務(wù)。所有這些因素都會(huì)招致額外成本， 從而被加到運(yùn)輸流程之中。這些成本經(jīng)常表現(xiàn)為增加庫(kù)存、加快對(duì)客戶(hù)的出貨， 以彌補(bǔ)貨物遲到的影響，以及為這些變化所付出的時(shí)間和資源， 最壞情況

23、通常是對(duì)客戶(hù)的交貨期延誤。這種情況可能對(duì)生意造成長(zhǎng)期的負(fù)面影響，它不僅可能導(dǎo)致失去客戶(hù)的下一筆訂單，甚至可能失去該客戶(hù)的全部生意。最初節(jié)省下來(lái)的成本可能很快就被幾次失敗的遞送所抵消。雖然可能難以計(jì)算使內(nèi)部流程具有可靠性所帶來(lái)的成本節(jié)省，但這種節(jié)省成本策略失敗帶來(lái)的影響通常比較容易判斷?；c(diǎn)時(shí)間計(jì)算送貨失敗成本非常重要，而且應(yīng)該把它當(dāng)作可靠性?xún)r(jià)值的警示。底線(xiàn)是認(rèn)真地全面評(píng)估運(yùn)輸提供商的服務(wù)、可靠性、信譽(yù)和價(jià)格，并選擇那些能夠密切支持你的業(yè)務(wù)目標(biāo)，而不是僅能滿(mǎn)足運(yùn)輸目標(biāo)的運(yùn)輸服務(wù)提供商。優(yōu)化運(yùn)輸網(wǎng)絡(luò)制造商的物流網(wǎng)絡(luò)一般由進(jìn)貨、內(nèi)部傳遞和出貨運(yùn)輸組成，與作業(yè)特點(diǎn)和分配設(shè)施、 供應(yīng)商和客戶(hù)相連。確定運(yùn)

24、送產(chǎn)品的最有效方式，發(fā)現(xiàn)目前流程中的浪費(fèi)環(huán)節(jié)，幫助廠(chǎng)商設(shè)計(jì)出最佳的網(wǎng)絡(luò)?？煽啃允侵圃焐踢x擇承運(yùn)商時(shí)需要考慮的最重要因素。通過(guò)繪出需要頻繁運(yùn)輸?shù)娜坎牧系膱D表，包括退貨，并加上每種材料的理想運(yùn)輸時(shí)間，你就能夠設(shè)計(jì)出最佳的網(wǎng)絡(luò)，也可以利用運(yùn)輸管理軟件將這個(gè)過(guò)程從手工轉(zhuǎn)變成自動(dòng)的過(guò)程。這種技術(shù)可以根據(jù)地點(diǎn)、最低成本和運(yùn)抵時(shí)間來(lái)自動(dòng)選擇產(chǎn)品運(yùn)輸?shù)淖罴涯Ｊ健Ｒ⒁獾氖?，該?lèi)軟件可能只有用于大型企業(yè)才具有成本效益， 許多小型制造商可能需要利 用手工方式來(lái)規(guī)劃自己的網(wǎng)絡(luò)。 但記住不需要獨(dú)自做這件事， 與你的運(yùn)輸提供商一起確定改 善或修改流程的方式。另外尋找機(jī)會(huì)整合運(yùn)輸、揀貨和交接運(yùn)輸流程，在可能的情況下制訂

25、 出運(yùn)輸路線(xiàn)指南。為了提高效率，制造商還可以在其它方面做一些改善。例如，你的運(yùn)輸部門(mén)是否經(jīng)常淹沒(méi)在來(lái)自客戶(hù)服務(wù)部門(mén)或者采購(gòu)部門(mén)大量的電子郵件和電話(huà)之中，他們不斷地在詢(xún)問(wèn)貨物或材料運(yùn)輸狀態(tài)？如果你調(diào)查一下花在這些事情上的時(shí)間，可能會(huì)對(duì)每周浪費(fèi)在其上面的總體時(shí)間感到驚訝。這種時(shí)間和精力的浪費(fèi)表明，需要采取先發(fā)制人的流程，及時(shí)提供信息來(lái)支持內(nèi)部客戶(hù)?？梢圆捎靡恍┖?jiǎn)單的方法來(lái)提供實(shí)時(shí)的運(yùn)輸狀態(tài)信息。有些運(yùn)輸提供商的軟件工具將向你的運(yùn)輸部、采購(gòu)部和客戶(hù)服務(wù)部發(fā)送電子郵件，告知他們指定貨運(yùn)的狀態(tài)， 或者按要求提供全部貨運(yùn)狀態(tài)。對(duì)于隔夜運(yùn)輸、地面運(yùn)輸和不到一車(chē)的貨運(yùn)來(lái)說(shuō)，經(jīng)?？梢宰龅竭@點(diǎn)。你甚至還可以選擇讓

26、軟件提醒你可能延誤的貨運(yùn)，并建議采取什么補(bǔ)救措施。當(dāng)你采用這些技術(shù)服務(wù)的時(shí)候，你可以節(jié)省大量成本。運(yùn)輸商通常免費(fèi)提供這些技術(shù)服務(wù)，更加重要的是，他們可以提供可靠性。 從客戶(hù)服務(wù)部的桌面上， 他們能夠事先追蹤重要的貨 運(yùn)，并告訴客戶(hù)運(yùn)輸狀態(tài)。采購(gòu)和生產(chǎn)部門(mén)通過(guò)保證元器件按時(shí)到達(dá)以滿(mǎn)足生產(chǎn)計(jì)劃，可以使其內(nèi)部流程具有可靠性。建立合作關(guān)系可以通過(guò)與運(yùn)輸提供商合作來(lái)減少浪費(fèi)。 目標(biāo)是與運(yùn)輸提供商之間建立一種平穩(wěn)的、 連續(xù)的 和具有成本效益的商品與信息流。 這意味著及時(shí)通知他們客戶(hù)需求的預(yù)定變化、 新供應(yīng)商或 批量變化等情況。利用協(xié)調(diào)的流程取代分散的信息共享，能夠簡(jiǎn)化和改善運(yùn)輸決策的準(zhǔn)確性。與運(yùn)輸提供商之

27、 間建立合作性更強(qiáng)的關(guān)系，將產(chǎn)生效率更高、浪費(fèi)更少的流程。在與運(yùn)輸服務(wù)商的合作中，制造商需要考慮的關(guān)系因素包括：與運(yùn)輸提供商共享運(yùn)力和負(fù)載預(yù)測(cè)；讓運(yùn)輸商在裝貨前事先知道貨物數(shù)量的變化；減少在裝貨和交貨時(shí)的司機(jī)周轉(zhuǎn)時(shí)間； 提高裝貨與交貨時(shí)間的靈活性。同樣，你的運(yùn)輸提供商也能夠在你需要急運(yùn)貨物時(shí)迅速找到拖車(chē)，并在高峰季節(jié)提供可靠的服務(wù)。在與你的運(yùn)輸伙伴合作時(shí)，應(yīng)將重點(diǎn)放在浪費(fèi)上面，而不是成本，這可以減少與供應(yīng)商之間 對(duì)話(huà)的火藥味。如果目標(biāo)是減少浪費(fèi)，多數(shù)人愿意與對(duì)方討論其流程， 而且運(yùn)輸伙伴致力于 消除誘發(fā)浪費(fèi)的一些流程。當(dāng)材料流動(dòng)發(fā)生問(wèn)題時(shí)， 良好的精益原則實(shí)踐者會(huì)評(píng)估問(wèn)題、尋找問(wèn)題的根源并對(duì)流

28、程進(jìn)行調(diào)整，以防止其再度發(fā)生。這些中斷可能延期交貨、運(yùn)輸途中貨物破損或者收貨數(shù)量不對(duì)。這些現(xiàn)象顯示流程存在缺陷，這會(huì)導(dǎo)致你接下來(lái)的生產(chǎn)流程不暢。有時(shí)候，看起來(lái)是運(yùn)輸提供商引起的交貨延期，實(shí)際上可能是你的供應(yīng)商無(wú)意中造成的問(wèn)題。通過(guò)調(diào)查根本原因，你也許發(fā)現(xiàn)錯(cuò)誤或者標(biāo)簽不對(duì)的包裝其實(shí)是因?yàn)楣?yīng)商印刷條形碼的位 置不對(duì)。要對(duì)你的供應(yīng)商和員工進(jìn)行正確的培訓(xùn)，避免此類(lèi)問(wèn)題的發(fā)生。導(dǎo)致貨物破損的原因還可能是包裝不結(jié)實(shí)、員工沒(méi)有受到適當(dāng)培訓(xùn)或者沒(méi)有進(jìn)行充分處理。 對(duì)于這些問(wèn)題，查找原因并采取相應(yīng)措施是關(guān)鍵。習(xí)慣用追根究底的方法來(lái)分析問(wèn)題產(chǎn)生的原因，你常常會(huì)發(fā)現(xiàn)導(dǎo)致問(wèn)題發(fā)生的根源常常不是那些最初表面看起來(lái)的原

29、因。進(jìn)行深入分析之后，制造商會(huì)發(fā)現(xiàn)他們無(wú)意之中在系統(tǒng)中增加了許多無(wú)效的流程。通過(guò)確定和減少這些浪費(fèi)，制造商能夠在不影響服務(wù)的情況下減少浪費(fèi)。（翻譯后）如下Avoid any waste ofIn the continuingpressure to reduce costs, manufacturers of transport service providerscompromised the reliability and service requireme nts. Con fuse price and value in the long run may lead to in creased

30、 costs or delivery of goods. Obsolete equipme nt,lack of tra ining ofdrivers and poor classificati on and distributi on process may result in un reliable service.All ofthese factors will in cur additi onal costs to be added to the tran sport processes.The cost has bee n expressed in in creased inven

31、 tory, speed up the shipp ing to customers to|compe nsate for the impact of the goods late, and paid for these cha nges in time and resources are usually the worst case delay in delivery to customers. This situati on may cause lon g-term n egative impact the bus in ess, it may not only result in the

32、 loss of customers, un der an order, and may eve n lose the customer's whole bus in ess.The initial cost savings could quickly be offset by several failed delivery. Although the process may be difficult to calculate the internal reliability by making the cost savings, but the cost implicatio ns

33、of policy failure is usually relatively easy to determ ine. Take the time to calculate|the cost of delivery failure is very important and should be worth it as the reliability of the warni ng.The bottom line is seriously comprehensiveassessmentof the transport provider's service,reliability, rep

34、utati on and price, and select those who will closely support your bus in ess goals, not only to meet the tran sport objectives of the tran sport service provider.Optimizati on of tra nsport n etworksMan ufacturersgen erally purchase logistics n etwork, composed of the in ter nal delivery andshippin

35、g transportation, and operational characteristics and distribution facilities, suppliers and customers conn ected. Determi ne the most effective way of deliveri ng products and found that the waste part of the curre nt process to help man ufacturers desig n the best n etwork.Reliability is the manuf

36、acturer of choice to consider when carriers of the most important factor.Freque nt tran sport by mapp ing all the materials n eeded charts, in cludi ng the retur n, plus the ideal transit time for each material, you can design the best network, transportation managementsoftware can also be used, thi

37、s process change into the automatic fromShougo ngprocess. This tech no logycan place the mini mum cost and time of arrival toautomatically select the best mode of product tran sportati on.|It should be no ted that such software may only be used for large en terprise to cost-effective, many small man

38、 ufacturers may n eed to use man ual methods to pla n their own n etwork. But remember do not do it alone, together with your transport provider to determineways toimprove or modify the process. Also look for opportunities to integrate transportation, picking and tran sfer of the tran sport process,

39、 the possible formulati on of a tran sport route guida nee.To improve efficiency, manufacturers can make some improvements in other areas. For example, if you ofte n submerged in the tran sport sector from the customer service departme nt or purchasing department into a lot of e-mail and phone, they

40、 are constantly asked about transportation of goods or material status? If you look into the time spent on these things, may have wasted a week above the overall time in its surprise.Such a waste of time and effort that need to take pre-emptive process, provide timely information to support internal

41、 customers. Simple method can be used to provide real-time tran sportati on status in formati on. Some of the tran sport provider of software tools will provide you tra nsportati on departme nt, purchas ing departme nt and customer service e-mail, in form ing them of the status of the designated goo

42、ds, or asked to provide all the cargo status. For overnight transportation, ground transportation and freight cars for less than one can often do this. You can eve n choose to have the software to remind you that may delay the shipme nts, and recomme nds remedial measures take n.When you use these t

43、ech no logical services, you can save a lot of cost. Tran sport operators to provide these technical services are usually free of charge, more importantly, they can provide reliability. From the customer service department of the desktop, they can track the important cargo in advanee, and told custo

44、mers transport state. By purchasingand productiondepartmentsto ensure componentsto meet the productionplan on time, you can makeinternal processes reliable.Part nershipCooperation with the transport providers by reducing waste. Goal is to establish a stable betwee n tran sport providers, contin uous

45、 and cost-effective goods and in formati on flow.Thismeans that timely in form them of the pla nned cha nges in customer dema nd, new suppliers, or volume cha nges and so on.Coordin ati on of the process used to replace a dece ntralized in formati on shari ng, to simplifyand improve the accuracy of

46、the transport decision-making.Cooperationbetween transportproviders, a more relati on ship will result in more efficie nt, less waste, process.And tra nsportati on service providers in the cooperati on, man ufacturers n eed to con sider the relati on ship betwee n the factors in clude: tra nsport pr

47、oviders to share the capacityand loadforecasts; to tra nsport operators before loadi ng Shixia nzhidao cha nges in the n umber of goods;Jia nshao loaded and delivery O'clock drivertur no ver time; in crease the flexibilityof loadi ngand delivery time. Similarly, the transport provider you are able to transport the goods you n eed is to quickly find the trailer and provide reliable service duri ng the peak seas on.With your tran sportati on part ners, should focus on waste, not on costs, which c