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MBA硕士论文_基于推拉策略的K公司出口海运费管理DOC

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文本描述
摘要
I
基于推拉策略的 K 公司出口海运费管理
摘要
出口海运费管理是船公司日常运营中的一项十分重要的管理
工作。本文中所指的出口海运费管理,其目的是为了确保提单上
海运费准确,减少出提单后海运费的更改。如果海运费准确率比
较高,那么会使得船公司的当期收入和盈利数据更准确。同时,
高海运费准确率可以进一步帮助船公司进行边际收益核算,对客
户进行精细化管理。所以,出口海运费管理是使用海运费信息进
行分析的基础。只有做好了出口海运费管理工作,才能得到可靠
的海运费信息

本文对 K 公司的出口海运费管理现状进行定性和定量的分析,
发现近几年,由于市场的原因,约价的变动越来越频繁。K 公司现
有的制约流程已经无法应对约价频繁变动的情况。原有流程中的
推动点失效了,导致大量无效的约价被流转到了制约环节,影响
了正常的约价制作工作。原有流程中缺少约束和反馈机制,导致摘要
II
无法及时发现问题并“亡羊补牢”

本文主要借鉴了供应链管理中推拉结合的相关理论,将供应
链管理的相关理论应用于解决班轮企业内部管理问题。将约价信
息流转过程看作为一个商品的流转过程。在制约阶段,市场部人
员需设计约价,制约人员必须按照设计制作约价。到了单证阶段,
制单人员将约价信息“装配”到提单上,并交付客户。最后,由
财务进行收款。通过整体的视角分析这个供应链,发现改单频繁
的根本原因源于客户要求,约价结构和航线特点。本文的创新点
是按约价更改的频率对客户进行了分类,采用不同策略提高海运
费准确率。非主业型大客户的约价更改频率较低。而主业型大客
户和小客户的约价更改频率较高。针对这两类,采用不同的推拉
结合策略予以应对。对非主业大客户采用优先拉动的策略,而对
于主业型大客户和小客户则使用推拉结合的策略,辅以约束和标
准化。在单证流程建立看板,延迟拉动促进制约流程完成约价

同时,建立新的运费更改流程替代之前流于形式的流程,对实施
情况进行监控和反馈。新的推拉策略实施后,使现有流程变化了,摘要
III
效率提高了,提单上海运费更准确了

在出口海运费管理中,对运价更改要求不同的客户群体,采
用不同的推拉结合的策略,可以帮助船公司及时完成有效和准确
的约价,提高海运费准确率。这为进一步按照航线特点进行更细
化的出口海运费管理建立了思路

关键词 约价 出口海运费管理 海运费更改 推拉结合 主业型大
客户 非主业型大客户Abstract
IV
K COMPANY OCEAN FREIGHT MANAGEMENT
BASED ON THE PUSH-PULL STRATEGY
ABSTRACT
Export freight management is a one of the most important management
tasks. In this article, the export freight management mentioned is about how to
improve the accuracy of the freight on bill of lading as well as avoid the bill
freight correction. If the bill freight is accurate after bill issuance, it will be
subsequently consolidated to be accurate revenue and profit data which will
facilitate the net contribution analysis of the carriers. Meanwhile high ratio of bill
freight accuracy will also support micro-management of space based on net
contribution evaluation. Hence, export freight management is the prerequisite for
bill freight related analysis tasks. A reliable bill freight information must be
created from the well-managed export freight management task.
The status quo of K company has been analyzed by means of
qualitative research in this article. In recent years, freight rate in rate agreement
frequently changed because of unstable market situation. The original working
process of rate and service contract creation cannot be keep up with the situation
that K company requires a timely rate creation process to avoid non-rate or
incorrect rate cases. Moreover, because of some steps in original work flow beingAbstract
V
out of operation, some redundant rate without actual shipments goes to the rate
and service contract creation process and that leads to over workload of the team
who may delay the normal process with the rate with actual shipments. Further,
the original process has no feedback and control mechanism to achieve the
continuous improvement.
The theory of supply chain management is used for reference especially
the theory of push-and-pull which helps to understand information flow as a retail
goods circulation flow. In rate agreement creation stage, the marketing user needs
to design the rate structure instruction. The rate creator must strictly follow that
instruction to proceed. In documentation stage, documentation users link the rate
to the bill and issue the bill of lading to the customers. After that, accounting
users issue invoices to the customers for freight collection. From the overall point
of view, the root cause of frequent freight changes attribute to customer
requirements and rate structure together with trade or service lane specifics. The
customers are classified into two groups in terms of the freight change frequency
and apply different approaches. The frequency of freight change is lower for
non-logistic-focused customers whose main business income does not come from
logistic service while the frequency of freight change is higher for
logistic-focused customers whose main business income from their logistic
service. It is suggested to prioritize the pull system for customers whose main
business income does not come from logistic service. And for the other, it is
suggested to adopt an integrated push-and-pull counter measure to improve the
bill freight accuracy being supported by control system and process
standardization. To setup a production board in documentation process and
delay-to-pull strategy will encourage the users to complete the rating process
promptly. Meanwhile it is important to create a new monitoring and controlAbstract
VI
process to replace the previous one. That will help to get feedback and promote
continuous improvement. Finally, the processes are changed with efficiency and
freight accuracy increasing.
In export freight management process, if we adopt different
push-and-pull measures to different type of customers, it will help us to improve
the bill freight accuracy. It is also a new thought for further delicacy management
based on trade and service lane.
Lu Zong Hui
Supervised by Zhou Jian Heng
KEY WORDS rate agreement export freight management push-and-pull
non-logistic-focused customer logistic-focused customer目录
VII
目录
摘要........... I
ABSTRACT ......... IV
第一章 绪论...........1
1.1 研究背景 ......1
1.2 研究内容和意义 ......2
1.3 研究的方法和思路 ..4
第二章 推动策略和拉动策略相关理论综述 .......5
2.1 关于供应链的研究 .5
2.2 关于供应链管理的研究 .....5
2.3 供应链管理中关于推动,拉动以及推拉结合方法的研究 .........7
2.4 关于航运价值链,价值流的研究 .9
2.5 推拉模式下精益管理的相关研究 ...........10
2.6 关于供应链中信息流管理的研究 ...........11
2.7 航运业中关于供应链管理的研究 ...........13
2.8 关于海运服务和运价的研究 .......13
第三章 K 公司出口海运费管理的现状及问题分析 ......15
3.1 K 公司的基本情况 15
3.2 K 公司出口海运费管理的现状 ....17
3.2.1 运费更改的现状 .......19
3.2.2 海运单证操作对海运费准确率的影响 .......20
3.2.3 运费制作的现状 .......21
3.3 K 公司出口海运费管理面临的问题 ........22
3.3.1 失效的推动式制约流程 .......23
3.3.2 船开前约价有效比例和可得比例低 ...........24
3.3.3 流于形式的改单审
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