外运发展国内速递业务的优化研究

上海交通大学硕士学位论文外运发展国内速递业务的优化研究姓名：宗芃申请学位级别：硕士专业：物流工程指导教师：乐美龙;綦连霞20061001IIIIIITHESTUDYOFHOWSINOTRANSDEVELOPMENTOPTIMIZESTHEBUSINESSMODEOFDOMESTICEXPRESSABSTRACTWiththerapiddevelopmentoftheeconomyinChinathedomestictransactionexpandstremendouslyandquicklythusthemovementofthematerialbroadensindepthaccordingly.Thiscallsforahigherdemandontheefficiencyofthelogisticsactivitiesabilityforaquickresponseandtheinformationintegration.Domesticexpressactsasapromptdoortodoorlogisticservice,itbecomesoneoftheindispensablelogisticserviceinsuchcommercialcircumstance.Theefficiencyishighlyrequired;thecharacteristicsofcustomizationanddiversityindomesticexpressareincreasinglyobvious.Inanefforttoadaptthemselvestothechangesofthedomesticexpressmarketandincreasetheirabilitytocompetedomesticexpressenterprisesneedtocontinuouslyinnovateandoptimizethebusinessmodetokeepabreastofthemarketdemandeffectivelyandtodevelopnewservicestoachievehigherefficiency.ThisthesiscoverssixchaptersthroughwhichitexploresanddemonstrateshowSinotransDevelopmentoptimizesthebusinessmodeofdomesticexpress.ThefirstchapterisfocusedontheanalysisofthecurrentsituationsofSinotransDevelopmentsoastodigouttheissueswhichmustbesolvedandthechallengesexisting.ItexplainsthenecessitytoadjuststrategyinSinotransDevelopment.ItdefinitelyilluminatestheimportanceofthedomesticexpressbusinessduringtheadjustmentofstrategyinSinotransDevelopment.Attheendofthischapteritelaboratesthefocalpointsofthisthesisandtheobjectiveofthisstudy.ThesecondchapterisemphasizedintherecognitionandcomprehensionofthedemandcharacteristicsofthemodernlogisticsunderthesupplychainenvironmentthroughthestudyofthetheoriesofThirdPartyLogisticsandSupplyChainManagement.IVIt’saimedatprovidingsolidbasisoftheoryonhowSinotransDevelopmentdevelopsitsdomesticexpressbusiness.Thethirdfourthandfifthchaptersarethecoresectionsinthethesis.ThesechapterswiththeguidanceofthetheoryofmodernlogisticsandsupplychainmanagementanalyzeSinotranDevelopmnet’stheexistingissuesviatheresearchstatistics,casestudy&mathematicsmodelandexplorehowtooptimizethecurrentoperationmode.Itincludesthefollowingsevensubjectsthemacroscopicalenvironmentofdomesticexpress,marketdemandanalysischaracteristicofthemarketing,customersanalysis,majorcompetitorsanalysis,theoptimizationoftheaerialrouteindomesticexpresstheevaluationandtheselectionoftheprovidersofpickupanddeliveryofdomesticexpressbusinessThelastchapteristheconclusionofthisthesiswheresomecommentsandexperiencethroughthisstudyispresented.Atthesametimeitpointsoutotheroutstandingsubjectswhichneedstobeexplored.Thetargetofthisstudyistoputforwardafeasibleoptimaztionproposalsforthedecision-makersinSinotransDevelopmentinthenearfutureandmetaphasesotosolvetheproblemsencounteringduringthedevelopmentofthedomesticexpressbusiness.Thesubjecthasapracticalmeaning.KEYWORDSdomesticexpressaerialroutethirdpartylogistics20072112007211200721111.160027019991011200012280598.HKQFII100116,0009003000C-MISE-MIS1.1.16358020010050201.1.2290%1-11-12005Table1-1:RevenueofSinotransdevelopmentmajorbusinessin2005(RMBYuan)%399,887,139.068.08%293,119,739.379.76%106,767,399.695.49%26.70%4,429,556,231.9089.53%2,611,509,122.2586.98%1,818,047,109.6593.46%41.04%107,357,720.362.17%92,892,541.923.09%14,465,178.440.74%13.47%10,817,950.070.22%4,840,311.050.16%5,977,639.020.31%55.26%4,947,619,041.39100%3,002,361,714.59100%1,945,257,326.80100%39.32%200593.46%1.22005200580%9531.2.189.5393.46OCS1979OCSDHL1980UPSFEDEXTNTAirborneFEDEXAirborneTNTOCSUPSDHLDHLDHL50%-DHL50DHL-DHLDHLUPSUPS-UPS50UPSUPSUPSDHLUPSUPS2004UPS4UPS12005UPSOCSOCSOCSOCSOCS1979OCS590%UPSWTOUPS51.2.22005174.431.8210.75()()()111.2.32004200410132458720072502008500506()()1035()()5181.2.4UPSFEDEXDHLTNT1.3WTOUPS72003200410e1.4()()()1324587200620020072502008500508AHP92.1ThirdPartyLogistics3PL2080110EDIEFT234511671980GNP29%199219%102.22.2.112HarrisonStevensMichiganStateUniversity2001GB/T18354-2001132.2.2SupplyChainManagementSCM208020502090EvensPhillip114234InternetFRGISGPS5152.32.3.112(FMSCIMSMRP2ERPJITHP3162.3.21PublicityInternetIntranet2Win-Win3AccuracyJIT4AgilityECRQRAgileManufacturingF1exibility175Synchronism2.3.318193.13.1.145020020101197220%64018%2005201979198619952080EMS20029520033101995213.1.2510200518%2010123010-206%212%175201050B2BB2CUPSCharlesAdams5-740%22OxfordEconomicsForecastingLtd.20181/1023482480122424624EMSEMS3.1.3122334Cs4Ps504Ps4Ps4Ps804Cs4Cs1Consumption2Cost3Convenience244Communication4Cs4Cs4Cs4Cs4Cs4Cs4Cs4Cs4Cs25122631ab+c227ab+43.1.4EMSUPSFedExDHL1EMS1248EMSEMSEMSEMS2288368UPSFedexDHL3-1Table3-1Compareofmajorcompetitors’productsEMS2-32448242D1082970EMS9EMSVEMS1EMS234303-2Table3-2Compareofmajorcompetitors’networkEMS1831303131751368312235222630533253672032569EMS1EMS:EMS230001001020323312007250200850050251633.23.2.15185442004101210153533212/244EMS52006243.2.258011235224333453.33.3.12004102006200610EEEEE3524E1120073.3.2343113245872007250200850050251633554.12004104.1.1613262997973535697352936661626629974.1.235666290D1D2D0D1D1D2D4.2374.2.1UPSFEDEXDHLTNT4.2.21UPSFEDEXEMS3824.2.3353416261290D1D1D1D391D1D