随着我国电子商务近20年的高速发展，相关的快递投递规模持续扩大，快递 服务平均单价持续下降，快递服务质量不断提高，快递企业竞争进一步加剧，市 场集中度也随之提升。据国家邮政局公布的数据显示，2019年，全国快递企业日 均业务量、收分别达635.2亿件和7497.8亿元，同比增长25.3%和24.2%，量收 增速差距从去年4.8%缩小为1.1%，行业同质化竞争日趋激烈。参与竞争的快递企 业中，“通达系”增速高于行业平均水平，而作为最早提供快递服务的国有企业 邮政公司增速却只处在中游，面对不断扩张的市场和激烈的竞争格局，如何进一 步提高自身竞争能力在残酷的竞争中不被淘汰已经成为当下邮政公司急需破解的 生存难题。对于快递企业而言，优化投递网络运营管理就是破解这道难题的关键 点，通过对投递网络运营管理的优化，可以进一步提升投递效率、提高服务质量、 降低投递成本，从而实现企业竞争能力的提升。 本文通过对W市邮政分公司D投递中心现有投递网络运营状况的实地考察发 现，目前D投递中心也面临着增量不增收、投递服务质量不高和投递队伍不稳定 的现实困境，探究具体的原因主要是因为现有的投递网络运营管理不善所造成的， 包括投递配送中心尚无专有场地、投递段道划分不科学和投递路径随意无规划等 问题，亟需从这几方面入手对D投递中心的投递网络运营管理进行优化和改进。 基于此，本文在对现有中心选址和车辆路径问题（VRP）的各种理论方法研读 分析的基础上，充分借鉴相关研究成果，结合D投递中心投递运营数据，选用重 心法为D投递中心进行选址、用k-means聚类算法对D投递中心段道进行重新划 分、基于百度地图距离利用模拟退火算法对新段道的投递路径进行优化，最后通 过对优化前后D投递中心投递网络各项关键运营指标进行分析比较，得出优化后 可以降低企业运营成本、提高投递效率和服务质量，进而增强D投递中心竞争实 力的结论。 关键词：W市邮政，中心选址，VRP，投递路径，优化 II Abstract With the rapid development of China's e-commerce in the past 20 years, the scale of related express delivery continues to expand, the average unit price of express services continues to decline, the quality continues to increase, the competition of express companies further intensifies, and the market concentration also increases. According to data released by the State Post Bureau, in 2019, the average daily business volume and receipt of national express delivery companies reached 63.52 billion pieces and 749.78 billion yuan, an increase of 25.3% and 24.2% year-on-year. The gap between volume and revenue growth rate narrowed from 4.8% last year to 1.1 %, Industry homogenization competition is becoming increasingly fierce. Among the express companies participating in the competition, the growth rate of the "Tongda" is higher than the industry average, while the growth rate of the postal company, the earliest state-owned enterprise that provides express services, is only in the midstream. Facing the expanding market and fierce competition, How to further improve one's own competitiveness without being eliminated in the fierce competition has become a survival problem that postal companies urgently need to crack. For courier companies, optimizing delivery network operation management is a key aspect of solving this problem. Through optimization of delivery network operation management, delivery efficiency, service quality, and delivery cost can be further improved, thereby improving the competitiveness of enterprises. This article finds through the field survey of the existing delivery network operation status of the D delivery center of the W post branch that the D delivery center is also facing the practical dilemma of non-increasing revenue, low delivery service quality and unstable delivery team. Mainly caused by the poor operation and management of the existing delivery network, including the lack of a dedicated venue in the delivery distribution center, unscientific delivery road division and random delivery route without planning, etc., it is urgent to optimize and improve the delivery network operation management of D delivery the center from these aspects. based on the study and analysis of various research theories of the existing center location and vehicle routing problem (VRP), this paper fully draws on these research III results, combines the recent delivery operation data of D delivery center, and uses the center of gravity method to select location for The D delivery center, and the k-means clustering method to re-divide the D delivery center segment. Based on the Baidu map distance, the simulated annealing algorithm is used to optimize the delivery path of the new segment. Finally, the Through analysis and comparison of various key operating indicators of the delivery network of the D delivery center before and after optimization , it is concluded that the optimization can reduce the operating costs of the enterprise and the delivery time, thereby improving the service quality and competitiveness of the D delivery center.