7-ELEVEN特许经营便利店物流体系研究

20067-ELEVEN特许经营便利店物流体系研究Researchonthelogisticssystemof7-ELEVENfranchiseconveniencestores北京师范大学珠海分校BeijingNormalUniversityZhuHaiCampus特许经营学院学生SeniorofInternationalFranchiseAcademy张毓辉YuHuiZhang200621.前言1.Foreword200637-ELEVEN便利店,采用特许经营模式发展，是现今全球最大的零售网络商，被公认为世界便利店的楷模。截至2004年3月底，全球共有7-ELEVEN便利店约27000间。7-ELEVENconveniencestores,ownsthelargestretailingnetworkintheworld,whoseachievementisanexemplarofconveniencestores.BytheendofMarch2004,7-ELEVENhadopened27,000storesintheworld20064作为全球最为出色的特许经营企业之一，7-Eleven便利店取得的辉煌业绩，除了其先进的经营方式与独特的品牌营销外，支撑其快速发展的另一重要因素就是强大的后方物流支援系统。Asoneofthemostdistinctiveenterpriseintheworld,7-ELEVENhaswonatremendoussuccessinthefiled.Exceptitsadvancedandspecialoperationstrategies,astrongsupportingsystemisanotherimportantfactorofitsrapiddevelopment.20065希望通过学生对7-Eleven便利店物流体系的深入研究，能为中国的便利店业以及特许经营企业的物流体系发展，带来可以借鉴的经验。ThepaperisexpectedtogivereferentialexperiencestoChina'sconveniencestorebusinessandfranchiseenterprisebyexaminingthelogisticsstructureof7-ELEVEN.200662.7-Eleven的目标顾客与商品构成2.7-ELEVEN’sCustomersandStructureofMerchandise20067从全球范围来看，7-Eleven便利店的基本立足点是以年轻顾客及收入较高的顾客群体为主要服务对象，提供各种社区服务功能。Ontheworldwidescale,7-ELEVENdefinedprimaryserviceobjectsasyoungpeopleandhighincomegroupsprovidedthemwithdiversecommunityservices.200687-Eleven的顾客定位将会影响它的商品构成，从而进一步影响到它的物流体系构建。Customerclassificationof7-ELEVENhasinfluencesonchoosingcategoryofproductandaffectslogisticssystemstructure.2006927%26%13%11%9%8%6%饮料Beverage烟酒商品BeverageTobacco一般食品Food鲜食商品FreshFood出版品Publication服务商品ServiceProducts日用品ConsumerGoods图1：7-Eleven店面销售商品结构Fig1:7-ELEVENStructureofmerchandise2006103.7-Eleven的物流战略体系3.ThelogisticsStrategySystemof7-Eleven2006117-Eleven特许经营总部的战略经营目标是使7-Eleven所有加盟单店成为“周围居民信赖的具有忠诚度的店铺”。Themarketingstrategyof7-ELEVENheadquarterisendeavoringtohelpall“franchisee”outletstowinthetitleof“themosttrustableCVSaroundcitizens”.2006127-Eleven便利店是通过以下三个要素来实现其忠诚度的：1、只有在7-Eleven能够买到的独特商品；2、提供高新鲜度的快餐食品；3、零缺货，即使顾客永不失望的供货。Customerloyaltyisacquiredthroughthreeuniqueelementsof7-ELEVEN:1.theuniqueproductswhichonly7-ELELVENprovides;2.offeringfreshfastfood;3.zeroinventorywhichneverdisappointcustomers.200613据学生对7-Eleven物流体系的研究，该便利店为确保上述顾客忠诚度所需三个要素的顺利实现，而建立的先进、高效的物流系统，可归纳为以下六个物流战略要点：Havingconductedresearchon7-ELEVEN,thefollowingsixlogisticskeypointsareconcludedtomaintaincustomerloyaltyandensuretheabovethreefactorstobecarriedoutinordertobuildanadvanceandefficientlogisticssystem.2006141、区域集中化战略；2、小批量进货策略与JIT物流；3、建立共同配送中心；4、集约配送、共同配送；5、不同温度带物流；6、物流差异化战略。1.RegionalCentralizationStrategy;2.EconomicorderquantityandJIT(JustInTime)logistics3.Establishjointdistributioncenter4.Implementintensivedistributionandjointdistribution5.Multi-temperaturelogistics6.Logisticsdifferentiationstrategy200615图2：7-Eleven物流体系六大物流战略之间的关系图Fig2:relationshipdiagramofsixstrategies7-Eleven物流体系7-ElevenLogisticsSystem区域集中化战略RegionalCentralizationStrategy小批量进货策略与JIT物流EconomicorderquantityandJIT(JustInTime)logistics建立共同配送中心JointDistributionCenter物流差异化战略DifferentiationStrategy集约配送、共同配送Intensivedistributionandjointdistribution不同温度带物流Multi-temperaturelogistics200616区域集中化战略是7-Eleven物流体系中最基本的战略，是其余战略实施的首要前提与必要保障；RegionalCentralizationStrategyisthefundamentalofallotherstrategiesof7-ELEVEN,whichprovidedthemwithprerequisitepreparations;200617小批量进货策略与JIT物流是便利店店铺面积偏小的必然选择，同时也是建立共同配送中心的重要原因与必要前提；andEconomicorderquantityandJIT(JustInTime)logisticsisamustchoiceforsmallvolumeofstores,andanimportantreasontoestablishjointdistributioncenter;200618共同配送中心的建立，为集约配送与共同配送战略、不同温度带物流战略的实现铺平了道路。Establishjointdistributioncentergivesasuitableenvironmenttofulfillintensivedistribution,jointdistributionandMulti-temperaturelogistics.200619不同温度带物流战略是7-Eleven物流体系中一个特殊的战略。众所周知，物流所追求的是物流成本与服务水平之间的平衡，而不同温度带物流战略正是一个十分显著的，以牺牲物流成本为代价来提高服务水平的战略。Multi-temperaturelogisticsisauniquestrategyof7-ELEVEN’slogisticssystem.It’swell-knownthatwhatlogisticsseeksisthebalanceofcostsandservicequality,however,multi-temperaturelogisticsisaremarkablestrategywhichsacrificelogisticscosttoimproveservicequality.200620物流差异化战略是与区域集中化战略并列的7-Eleven物流体系中的另一大战略，随着共同配送中心战略的顺利实施，这两大战略之间的有机联系进一步增强。Differentiationstrategy,inwhichparallelwithregionalcentralizationstrategy,isanothermainstrategyof7-ELEVEN’slogisticssystem;withthesmoothimplementationofjointdistributioncenter,thesetwostrategieshavebeenfurtherstrengthened.200621与此同时，共同配送中心的建立与顺利运行亦为物流差异化战略注入了强烈的能量，使该战略具有越来越显著的独创性与不可复制性。Meanwhile,suchimplementationalsoinfusedstrongenergyintodifferentiationstrategytounderlineitseverincreasingfeaturesofuniquenessandnon-replicability.200622一般而言，物流服务是由物流系统作为基础的，物流服务水平是物流活动水平的体现，高水平的物流服务必有高水平的物流成本所支撑。GenerallySpeaking,logisticsservicesareprovidedonthebasisoflogisticssystem,whichisalsotheperformanceofitandindicatedthathighqualitylogisticsservicesarenecessitysupportedbyprominentlogisticscost.200623因此，为了使顾客的满意度达到最大值，就必须寻求物流服务水平和物流服务成本之间的平衡点，在顾客可以接受的价格内尽可能高的提升物流服务水平。Therefore,inordertomaximumsatisfycustomers,andseekforthehighstandardservicelevelwithinanaffordablepriceofpublic,itisessentialfindthebalanceofcostandservic