論文：公路保價運輸管理

論文：公路保價運輸管理

Thesis:insuranceonaroadtransportmanagement

公路運輸是中國運輸業(yè)非常薄弱的環(huán)節(jié)，公路物流的到貨準時率僅有50%，發(fā)達國家則能達到90%左右。每臺車承載的貨運量非常低，201*年，全國營業(yè)性貨運車輛完成貨運量209.7億噸、貨物周轉(zhuǎn)量36383.5億噸公里，平均運距為173公里。行業(yè)的兼并重組可提高公司運營效率，更能推動節(jié)能減排、降低全社會物流成本，將是大勢所趨。Highwaytransportationisaveryweaklink,Chinatransportationhighwaylogisticsdeliveryontimerateisonly50%,developedcountriescanreachabout90%.Eachvehiclecarryingfreightvolumeisverylow,in201*,thenationalcommercialfreightvehiclescomplete20.97billiontonsoffreight,freightturnover3.63835trillionton-km,averagelengthofhaulof173km.Industrymergerandreorganizationcanimprovetheoperationalefficiencyofthecompany,topromoteenergyconservationandemissionsreduction,toreducethelogisticscostinthewholesociety,willbethetrendofTheTimes.

國內(nèi)排名第一的零擔物流企業(yè)天地華宇是TNT全資子公司，剛獲得母公司的15億元增資。同為零擔物流業(yè)三強之一的德邦物流，今年將對國內(nèi)六大核心區(qū)的物流營運中心的規(guī)模與選址進行戰(zhàn)略重置，該計劃總投資達5億元。許多地方政府都相繼出臺鼓勵物流行業(yè)兼并重組的政策，例如深圳市就為了引導物流行業(yè)整合優(yōu)化，加快兼并重組，

對完成兼并重組物流企業(yè)、兼并資產(chǎn)在200萬元以上并絕對控股的現(xiàn)代物流企業(yè)，給予一次性獎勵20萬元。

Domestictopless-than-onecarloadheavenandearthhoaulogisticsenterprisesisawhollyownedsubsidiaryofTNT,just1.5billionyuanendowmentoftheparentcompany.Withgravelsofless-than-onecarloadlogisticsindustryisoneofthethreelogistics,thisyearwillbetothesixcoredomesticlogisticsoperationcenterstrategicreset,thesizeandlocationoftheprojectwithatotalinvestmentof500millionyuan.Manylocalgovernmentshaveissuedtoencouragemergersandreorganizationofthelogisticsindustrypolicy,suchasshenzhenistoguidetheoptimizationoflogisticsindustryconsolidation,tospeedupthemergerandreorganization,tocompletethemergerandreorganizationofthelogisticsenterprisesandacquisitionofassetsin2millionyuanofaboveandanabsoluteholdingmodernlogisticsenterprises,reward201*00yuan.

積極宣傳保價運輸?shù)囊饬x，開展貨物保價運輸;

Thesignificanceofpositivepublicityvaluationtransport,tocarryoutthevaluationofgoodstransport;

2.制定、實施保價運輸防范措施，檢查監(jiān)督保價運輸各項工作，保障貨物的運輸安全;

2.Theformulationandimplementationofmeasurestopreventvaluationtransportation,checkingandsupervisionvaluationtransporteachwork,to

ensurethesafetyoftransportofthegoods;

3.負責保價運輸日常管理的貨運事故調(diào)查、處理、賠償工作解決存在問題;

3.Thedailymanagementofthefreightforvaluationtransportationaccidentinvestigation,treatmentandcompensationfortheworktosolveproblems;

4.全面負責保價費的收入、支出、財務、計劃等管理工作;

4.Overallresponsibilityforthevaluationfeeincomeandexpenditure,financial,planningandothermanagementwork;5.表彰先進，總結(jié)、推廣保價運輸經(jīng)驗;

5.Recognitionisadvanced,thesummary,thepromotionofvaluationtransportationexperience;

6.協(xié)調(diào)與鐵路內(nèi)部有關(guān)部門及與保險部門的工作關(guān)系。

6.Coordinatewiththerailwayinternaldepartmentsandworkingrelationshipwiththeinsurancedepartment.

為加強對保價運輸工作的日常監(jiān)督檢查，應建立保價運輸監(jiān)察制度。鐵道部、鐵路局、鐵路分局保價機構(gòu)的監(jiān)察人員應按國家政策、法令和保價運輸?shù)挠嘘P(guān)規(guī)定，對所屬單位的保價運輸工作實施監(jiān)督檢查。其職責和權(quán)限如下：

Tostrengthenthedailysupervisionandinspectionofvaluationtransportwork,shallestablishvaluationtransportationsupervisionsystem.Theministryofrailways,railwayadministration,railwaysub-administration

valuationinstitutionsupervisorypersonnelshouldbeaccordingtotherelevantprovisionsofthestatepolicies,laws,andvaluationtransportation,responsibleforthesupervisionandinspectiontothevaluationoftheunitstheybelongtothetransportwork.Theresponsibilitiesandauthoritiesareasfollows:

1.有權(quán)檢查貨物保價運輸?shù)霓k理及賠償情況，被檢查單位應如實提供所需的有關(guān)資料的單據(jù);

1.Havetherighttocheckthevaluationofgoodstransportisdealtwithandcompensation,theunitsunderinspectionshalltruthfullyprovidetherequiredinformationinthedocuments;

2.有權(quán)檢查保價費用的核收、使用情況，發(fā)現(xiàn)錯收、漏收或超出使用范圍時，予以糾正，對嚴重違反規(guī)章規(guī)定或財經(jīng)紀律的單位和人員，提出處理意見;

2.HavetherighttocheckthecostofinsuranceHeShou,usage,foundthewrongwhenyoureceive,LouShouorbeyondthescopeofuse,corrected,onaseriousviolationofrulesandregulationsorunitsandpersonnel,financeandeconomicsdisciplinehandlingopinions;

3.監(jiān)督檢查保價運輸各項防范措施的實施情況，并向有關(guān)部門提出改進意見和建議;

3.Tosuperviseandinspectthevaluationtotransportalltheimplementationofpreventivemeasures,andputforwardimprovementopinionsandSuggestionstotherelevantauthorities;

4.負責人民來信、來訪及舉報保價運輸中存在問題的調(diào)查處理工作;4.Responsibleforthetransportofpeople"sletter,visitreportandvaluationproblemsexistedintheinvestigationandhandlingofwork;5.監(jiān)察人員執(zhí)行檢查工作時，應向被檢查者出示監(jiān)察證，對發(fā)現(xiàn)的問題應做出“保價運輸監(jiān)察記錄”，由被檢查單位領(lǐng)導簽認，并限期改正;

5.Supervisorypersonnelinperforminginspections,itshallshowtheinspectioncertificatetobeinspectors,tofoundtheproblemshouldbe"valuationtransportationsupervisoryrecord",ledbytheunitsunderinspectiontosigntorecognize,andcorrectionswithinatimelimit;6.監(jiān)察人員處理事故、實施檢查時，憑監(jiān)察證在所屬范圍內(nèi)，可優(yōu)先乘坐旅客列車，添乘貨物列車，住鐵路公寓，使用鐵路電話，拍發(fā)鐵路電報;

6.Supervisorypersonneldealingwithaccidents,theimplementationofinspection,onthestrengthofinspectioncertificatewithinthescopeof,giveprioritytorideonapassengertrain,addafreighttrain,railway,apartmentphoneuserailway,dispatchedrailwaytelegraph;

7.監(jiān)察人員應奉公守法、清正廉潔、不營私舞弊，對濫用職權(quán)、謀取私利者，按《中華人民共和國鐵路法》和有關(guān)法律、法規(guī)的規(guī)定處理。7.Supervisorypersonnelshouldbelaw-abiding,honest,notfraud,andtheabuseofpower,seekpersonalgain,accordingtotherailwayofthePeople"sRepublicofChina"andrelevantlawsandregulationstodeal

with.

擴展閱讀：運輸管理論文

題目SupplyChainManagement

系別外包管理學院專業(yè)PSB班級PSB0901小組成員黃文君100092299朱玲100092295

邸雅瓊10092292徐艷麗100092280張朋100092309周10009214

201*年12月

Tableofcontents

1.Abstract.............................................................................12.IntroductionofColgate...................................................23.Colgate"ssupplychainmanagementstrategy.................2

3.1VMIProject.........................................................................33.2Realizeglobalizationresourceutilization.........................33.3Demandplanning.................................................................4

4.InfluenceofSupplychainmanagementsystem...............55.Summary............................................................................66.Memberscontribution.......................................................77.Reference..............................................................................7

1.Abstract

Supplychainisthesupplier,manufacturers,distributorsandretailers,untileventuallyjoinedtheuserofawholefunctionnetschainmode.Supplychainmanagementisakindofintegratedmanagementideasandmethods,itcarriesoutintheSupplychainfromsuppliertotheenduserofthelogisticsplanningandcontrolfunctions.Fromasingleenterpriseperspective,itistoshowtheenterprisethroughthesupplychainrelationships,improvedownstream,integratingandoptimizingtheflowofinformationinasupplychain,logistics,cashflow,togainthecompetitiveadvantageofenterprises.ThisarticletellsthestoryofthreemainColgateofsupplychainstrategyandthesupplychainsystemonitsinfluence.From1995,ColgateadoptedenterprisemanagementcoresolutionsprovidedbySAP,throughthefinancialmanagement,logisticsplanningandotherbusinessactivities,unityandsupporttheglobalcompanyoperation.AdoptedSAPsystembutalsopromotetheColgateallproductname,theinternalformula,rawmaterials,productiondataandprocess,standardizationoffinancialinformation.

2.Colgate-Palmolive"sintroduction

Foundedin1806,headquartersarelocatedinNewYork,atfirstmainlytheproductionoftoothpaste.ColgateAfternearly200yearsofupsanddowns,itproducespersonalcareproductshavebeensoldtomorethan200countriesandregions,intheoralcare,personalcare,homecareandpetfood,etc.forthepublictoprovidehigh-qualityconsumergoods,asalesamountedto$9.4billionglobalconsumerproductscompany.

Toothpastemarketpossessionratio

Colgate(30%)Crest(22%)(Liangmianzhen)0.15Tianqi(13%)Zhonghua(11%)Heimei(9%)

Colgate-Palmoliveasawell-knownmultinationalcompanies,hasalwaysbeentoadopttherightstrategyfortheindustrypraise.Fortheintegratedmanagementofitssupplychain,thecompanyestablishedinNovember1999Colgateglobalsupplychainmanagementsystem.ColgatehopestocapitalizeonitscoreSAPR/3ofinvestmentsolutionstofurtherimprovetheglobalsupplychainmanagement,retailersandcustomerstoimproveservice,reduceinventoryandincreaseprofitability.

Colgate"sbusinesscoversaverywiderange,ofwhich70%ofsalesfrominternationalmarkets,80%ofemployeeslocatedoverseas.Colgate-PalmoliveintheSAPbusinessmanagementsolutionsbasedonColgatemySAPSupplyChainManagement(mySAPSCM).3.Colgate"ssupplychainmanagementstrategy

Toreducecosts,Colgateestablishedaglobalsupplychainsystem.Inthissystem,.Colgatedeterminedthethreemainsupplychainstrategies.FirstisofferingVMIproject,slashchannelinventoryandcycletime.Second,Colgatestillwanttoimplementacrossboundaryresourceplanning,他heregionalmodelforglobaldevelopmentmode.Thismodeltransformationcanenhancetheenterprisethepredictionability,reducethenonprofitshares,condensedassets,thecompany"sglobalbusinessbalance.Finally,Colgatewillimplementaandthedownstreamenterprisescooperativeplanningprocess,usedtomanagementofsupplychaintothemarketdemandandcoordinateactivities.

3.1VMIproject

InColgateinternal,VMIisapushprocess,thecompanywillprovidedailyaccordingtoVMIconsumerdemandandinventoryinformationofeachconsumercenteradded.CurrentlythefocusofVMIinNorthAmerica,there,VMImanagementfromfiveto40%ofthecontainerfactory,include40distributioncenters,12consumerarea,alltheproductsincludingColgate(about1000SKUs).BecausemySAPSCMcanmakemoreaccurateColgateagreedwithsupplyanddemand,eventuallyreducetheinventory,improvetheproductioninordertocompletetheorderandhastheyieldrate,shortenthecycletimeofthesupplement.

VMIbusinessissupportedbymySAPSCMsupplynetworkplanningabilitysupport.EverydayfromtheconsumptionofinventoryanddistributioncenterdemandinformationtransfertomySAPSCM,shouldbeaddedtothefinancialstatistics.MySAPSCMcantoenterpriseproductioncapacitycomprehensiveinformationtomakesureproductionneedsandsupply.Then,addedtheorderthroughtheEDIreturnedtotheconsumerconfirm,thendealwithcustomerrequirements.VMIschedulinginorderandin98%hascompleteorderform,andwillcomplementtheordercycletimenarrowedtoaday.AsinNorthAmericaandinotherareas,theimplementationofVMI,gettheincomeofColgatewillalsoincreaseexponentially.

3.2Realizeglobalizationresourceutilization

Colgate"sborder-crossingresourceutilizationsystem(CBS)combinedemandandtheglobalresourcesinformationtogether,Makethepreviousmonthlyforecastdevelopmentbecomeweeklyordersadded.TheinvestmentofColgatesmoothly,Includingshippingrateshaverisen,FCLrategoesup,Addthecirculationoftheordernumberdown,Stockdropped8%etc.Inthenewbusinessmodel,SuppliersdirectlyresponsiblefortheresourcesdistributioncenterforColgateadded(Beforethis,Colgate"smonthlysalesbranchunevendevelopment,Thefactorytooverseasbythereplenishmentrequirementsoftenisnotaccurate).Newsupplysystemisbythecustomerweekorderflowtodrive.ThroughtheColgateinallovertheworlddistributioncentredirectlyontosuppliers.SupplyrequirementisaccordingtothedemandofColgatesalesagencytoprovideinformation(Suchaspromotionactivityexcitingdemandgrowth,etc)calculate.

CBScommercialcontrolprogramisalsosupportedbymySAPSCMsupport,Accordingtothedailyneedstosignalandinventoryreplenishmentordertocalculate,Makemorewithsupplyanddemand,Toadapttotherequirementsofthemorespecialorders,Atthesametimereducenotaccuratelypredicttheimpact,Andfinallyreduceinventory,Reducethecycletimes,thesupplementaryorder,Bigincreasesintheenterpriseinternalsupplementsandusersoftheorderinordertocompletetheorderandalreadyintheyieldrate,etc.Inaddition,throughtheuseofpowerfulreplenishmentsystem,Colgatehasalsoraisedtherateandtherealizationoftheordercapitaluseefficiency.Theflexibleandeffectiveproductaddedsystemtospeeduptheprocessoflogisticsdistributioncenter,andthecostofshippingenterprisebyasoundglobalplanninganddidnotincrease.

3.3Demandplanning

Colgate(USA)usingthemySAP.comdemandplanningfunctionofthesystemandmySAPSCMcollaborativeengineisabletoconveythecompany"ssuppliersanddemandinformationnetworktocoordinatethesupplychainplan.MySAPSCMtocalculatebasicneeds,promoteavarietyofrepeatablerecruitmentprocess,bringingacorrespondingincreaseinthemarkettopromotethegrowthofthebusiness.Formarketingtheadditionaldemandmanagementindependentofmanagementbeyondbasicneeds,isforproduction,productfinishinganddistributionofanimportantbasis.Thislatestplantogetherenginebytheexchangeofinformation,accidentmanagement,functionaltestingofthepredictiveaccuracyoftracking,etc.,tobringthemarkettopromotegrowthindemandforco-managementsupport.

4.InfluenceofSupplychainmanagementsystem

Colgatesupplychainstrategyofthreemaincomponent,bymySAP.Comreal-timeintegrationmodelsupport,stock,orderandothermarketindexcanrealtimeinthecustomer,theenterpriseinternalERPsystemandbetweenmySAPSCMupdate,ensurerapidaccesstoinfluencetheindexoftheplan.Thisisparticularlyimportanttothepromotionoftheplan.ColgatehopeinVMI,CBSandcollaborativeengineiswidelyappliedtoallofthebrandandthemarketlater,thebenefitoftheSCMcanmoreincreaseexponentially.Supplychaininformationvisibilityimprovingmeansthatcangetaccurate,timely,thesamedatainformationtosupportvariousplanningdecision-making.ColgatewillalsousemySAPbusinessintelligencesystem(mySAPBI),withmorequicklyaccessmoreconsistentandfinedatainformation,supportforthewholeenterprisegroupdecisionmaking.

TheapplicationofSCMsystemscaleandgrowthforecast

353025201*1050Scale(100millionyuan)201*201*201*201*201*201*

Bytheuseofthesupplychainmanagementsystem,Colgateraisedthemarketcompetitivepower,inthepricewar,Globalbusinessdevelopmentandmarketingaremoreadvantage.ThesecommercialadvantagesthatcanreducecostmoreColgatebusiness.Atthesametime,thecompanythroughthecollaborativestrengthenthecontactwithglobalcustomers,alsoreducecostsfurther.Inaddition,Colgatethroughelectronicbusinessaffairsstillfurtherstrengthentheenterpriseinternalintegration,thecloselywithourpartnersandcustomersoftherelationship.

MySAPSCMusetheInternetwillsupplychaintechnologyexpandedtotheenterprisebesides,makesimilarColgatesuchenterpriseanditspartners,consumerscanbequicklyandreal-timemasterorders,forecast,theproductionplan,andastock,therateofthecompletionofordersforimportantindex,totallymasteringallkeybusinessdataMySAPSCMhelpenterprisestoimproveservicequality,reducetheinvestmentininventory,andfurtherincreasetheenterprisemarketcompetitiveness.MySAPSCMmakeColgatecangraspthecompanygloballogisticsdata,enablethecompanytothroughtheseniormathematicalprogrammingfunctionoptimizationbusinessoperation,andforinternalandtheclientofthecompany,forcooperationpartnersprovidesaplatform.MySAPSCMandcompaniesintheoperationoftheglobalsupplychainmanagementisreallytoperfect.

5.Summary

ThroughtheSupplychainmanagementcasesofColgate,foritsuseofthesupplychainsoftwareMySAPSCM,SupplychainmanagementsoftwareisconsideredthepanaceatoeffectiveandefficientSCM.ThroughthemySAPsupplychainmanagementsystem,Colgaterealizealotofgoals,suchasimprovingvisualsupplychain,planningcycleofspeed,throughtheglobalresourcesutilization,lowercost,improvecustomerserviceandotherrealizemoreeffectiveuseofcapital.

Withtoday"ssuccess,Colgatecontinuestostrengthenandimproveitscompetitivepositionmoreofthesupplychainsystemresearchandapplication.InadditiontousedworldwideVMI,CBSandcollaborativeengineoutside,ColgateareworkingwithSAPtogetherinthemySAPSCMdevelopmentinrepeatedmanufacturingfunctionsandallkindsofprogresssubdivisionfunction.Thiswillachieveacardwithonlymaterialorder(BOM)cancompletethewholeprocessofproductionreciprocatingoperation,thematerialneedsmoreflexible,moreadaptedtoshort-termdemandchangeproduction,andishelpfultoeliminatetopromoteprimarilyinColgateenvironmentproductionandfinishingcompletelyseparatestate.Atthesametime,ColgatealsosupportarightandmySAPSCMrelatedcalculationofthelawsofsupplyanddemandfluctuation,inordertooptimizetheindemandandfunctionoftheenterpriseinthedramaticlimitationsofrepeatabilityofproduction.

Memberscontribution

ZhulingDoPPTandtranslatethefifthpartHuangwenjunCollect,organizeandmodifyarticleXuyanliTypesettingandtranslatethefirstpartDiyaqiongTranslatethesecondpartZhangpengTranslatethethirdpartZhoujingyangTranslatethefourthpart

Reference

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