上海晟隆（集团）有限公司物流发展的战略规划

上海交通大学硕士学位论文上海晟隆（集团）有限公司物流发展的战略规划姓名：顾建申请学位级别：硕士专业：高级管理人员工商管理指导教师：顾锋20050301EMBA4WTOPESTSWOTPORTERPESTEMBA5SWOTEMBA6AbstractLogisticsattractsmoreandmoregeneralattentions,withtheneedsforcommodityproduction,circulationandconsumption.AndafterChina’senteringWTO,logisticsplaysagraduallydistinctlydecisiveroleonwhetherthecorporationcangetvictoryinthemarket.Themarketperformanceofcorporationsareessentiallydeterminedbythreefactors—quality,priceandsupply,eachofwhichaffectsthecorporationcompetitivecompetencegreatly.Whereasthethreefactorsareaffecteddirectlybylogistics.Theinnovationsonmordententerpriseoperationmanagementmodeandthechangesonmarketexternalcircumstancesbringsaboutpeople’sgreatattentionsandinterestsontheThird-partlogistics,whichistheoffspringofsocialdivisionoflabor.TheemergenceoftheThird-partlogisticscatersthechangingrequirementofinter-enterpriseprofessionalcooperation(resourcescollocation)intheageofindividualneed,ontheotherhandfulfillstheconsolidationoflogistics,enhancesthequalityoflogisticsservice,reinforcescomprehensivecontrolandcoordinationonthesupplychain,boostssupplychaintounitaryoptimality.ThisthesiswilldiscussthefeasibilityofShanghaiSunriseCo.Ltd’salterationtotheThird-partlogistics,andtrytoprovidethesuggestionsonlogisticsdevelopmentstrategy.ShanghaiSunriseCo.Ltdisastate-owncompany,whichmajorsinbicycleproduction,involvesinternationaltrade,realestate,communityservice,transportation,withstrategicindustriesinautomobilesparepartandengineeringplastic.Theseyears,sub-companiesingroupenlargetheiroperationalrangeandscaleconstantly,asaresulttheyhavebuiltupthebaseofthealterationtomodernlogisticscompany.Meanwhilewiththemarketexternalcircumstanceschanges,theneedforinnerlogisticsisincreasing.ThegroupconceivestointegratelogisticsresourcesinhandandaltertotheThird-partlogistics,inordertocatchtheopportunityofspeedydevelopmentofChina’slogistics,andofferthemainindustriesinthegroupwithlogisticbackup.EMBA7ThisthesisemploysPEST,SWOTandPORTERanalysistoolstoanalysethestrategyandunitplanning,andprovidescorrespondingmeasures.Moreover,itorientsandintegratethecompany’scoreunitsbythemethodofcombinationofsupplychainandvaluechain.PESTanalysisindicatesthatChina’sstablepoliticalenvironment,thegovernment’sbackuptologisticsindustry,constantlyspeedyeconomyincrease,finesocialcultureatmosphere,andincreasingperfecttechnologyenvironment,supplythespeedybuilt-upanddevelopmentofChina’slogisticsindustrywithfavorableexternalenvironmentandopportunity.WhatisworthofmentioningisthatShanghaigovernmenthasnamedthelogisticsasoneofthefourcentralfunctions.SWOTanalysisindicatesthatthegroupcanmakefulluseofitsmanagementadvantagestointegrateexternallogisticsresources,whichsettlestheinnerlogisticsproblem,aswellasenlargesthegroupandturnsthedisadvantagestotheadvantages.What’smore,itcanoffertheoperationspaceforenhancingtheinnovationofthefirstindustrychaininthegroup,andsustainthereinforcementofproducts’marketcompetitivecompetence.Asaresult,thedevelopmentofdomesticprofessionalbicyclelogisticsserviceisalsotheproduct’sdevelopmentneedandmarkettrendoftherelevantmanufacturers.Thebuilt-upofthemodernlogisticscorporation,whichisfocusonbicyclelogistics,willnotonlybethenewprofitincreasingpointinthegroup,butalsobethestrongsustainmenttothecurrentbusinessesinthegroup.thegroupshouldintegratethelogisticsresourcesinhand,andentertheThird-partlogisticsservicefield.KeyWordsSunriseGroup,StrategicPlanning,TheThird-partLogistics,ConsolidationEMBA22005228EMBA320052282005228EMBA11.11.1.1122090EMBA234l234INTERNETEMBA35211.1.2()EMBA41.21231-1Figure1-1GroupLogisticsActivitiesSituationEMBA51.31PEST23SWOT45PORTER6EMBA62.12.1.1PEST(Political)EconomicsSocialTechnological2-1PESTFigure2-1GroupExternalEnvironmentAnalysis—PESTanalysis1EMBA7220013234“”()“”203—5201GDP8%3.WTO,2145(2-1)EMBA8Table2-110-yearSurveyonChina’sTransportationDevelopment20021992200219927.1938.8%44670722.3%176.5267%826.3487%12.1610.8%165936163.77117.08%6023.262.07%2003200260%1-240%30ChinaPACChinaDDN(ChinaNet)90EDIERPMRPGPS2-110EMBA9PEST,,2.1.22~31990EMBA102.22.2.120001.120%50%90%ITIT,Intranet2000“”605014%48.6%3517.9%32%50%2-22-2Table2-2BusinessResourceSituation209()5.21.370%1000EMBA142.2.31361997321234(2-22-3)2-2Figure2-2GroupAsset-LiabilityRateCompare2-3Figure2-3GroupFlowRateCompare81%90%89%455%774%1031%0%500%1000%1500%200020012002103%86%96%82%86%88%0%20%40%60%80%100%120%200020012002EMBA15EMBA16SWOT3.1SWOTSWOT,WTOEMBA17SWOT3-13-23-1SWOTTable3-1SWOTAnalysiswhenGroupMaintainsCurrentLogisticsBusinessSituation+-0+-0-00120+-0--013000-+--130-00-+01200000-001---0-0-05---0---06IT--0+-+-24--00---05+0201120-4541755+-EMBA183-2SWOTTable3-2SWOTAnalysiswhenGroupDevelopTheThird-partLogisticsBusiness+-+++++++70+++++++70+++++0+60+++0+++60+++++++70-+0000011++000-021IT+++++++70+++++++70+8976767-10000103.2123EMBA193.2.13-1Figure3-1LogisticsunderCurrentSalesMode19023-2OEM3-1OEM3-2EMBA20TPL3