Post on 29-Nov-2014
description
如何开拓中国物流外包市场Promoting Logistics Outsourcing in China
2006 年 7 月 26-27 日 , 成都
26-27 July 2006, Chengdu
吴汉松
美国总统轮船有限公司
美集物流运输有限公司
驻中国首席代表
I. 中国物流发展趋势及面临的挑战 China Logistics Trends and Challenges
II. 业务流程外包( BPO ):物流业务外包 Business Process Outsourcing (BPO): Logistics Outsourcing
III. 业务流程外包实例 BPO Examples
IV. 结论 Conclusion
V. 美集物流简介 About APL Logistics
议程 Agenda
I. 中国物流发展趋势及面临挑战: 外包的潜力及外包的必求
China Logistics Trends and Challenges:
The Potential and Need for Outsourcing
1,105
2,251
3,307
221450
661
0
500
1000
1500
2000
2500
3000
3500
2000 2005 2010
十亿
美元
US
$ B
illio
n
国内生产总值 GDP
物流 Logistics
中国物流开支 Logistics Spend In China
年份 Year
Notes: a. Logistics Spend is 20% of GDP
b. Only 10% of Logistics Spend is outsourced to 3PL’s
Source: National Bureau of Statistics, China Statistical Yearbook 2004; National Bureau of Statistics plan report. - Last page update: 21 May 2006 WWW.CFTC.ORG.CN Jun,2006 : www..cccv..cn Jun,2006: Mercer on Travel and Transport
注: a. 物流花费占国内生产总值的 20%
b. 仅有 10% 的物流花费外包给第三方物流提供商
行业挑战及趋势 Industry Challenges and Trends
复杂化:更加复杂的供应链整合需求 Complexity: More complex integrated Supply Chain Needs 竞争:高竞争环境(世贸 / 自由贸易区) Competition: Highly competitive environment (WTO/FTA) 伙伴管理:要求减少伙伴,供应商和服务商的数量 Partner Management: Decrease in number of partners, vendors, and service providers required 采购:以中国作为重要市场的全球采购的增加 Sourcing: Increase in global sourcing with China as a key market 成本压力:高成本压力,向精简型物流发展 Cost Pressure: High cost pressure and move towards lean logistics 信息可见度:需要在早期就有高度可见度的信息 Information Visibility: Early visibility of information required 灵活性 : 更高的出货频率 : 小批量 ( 国内市场 ), 大批量 ( 国际市场 ) Flexibility: Higher Delivery frequency in smaller shipments (domestic) and larger shipments (international) 可预见性 : 需要更高的预测能力 Predictability: Better forecasting required 安全性 : 更严格的保安要求以及对上游供应链的控制 Security: Heightened security requirements and need to take control of upstream supply chain
全球趋势及中国视角 Global Trends and China Perspective
1960-1970s
人工 , 纸头计划 Manual, paper-based planning
功能性管理
Functional Management MRP
物料资源筹划
MRP II
及时到货,低库存生产
JIT, Kanban, Lean manufacturing
内部整合Internal
Integration
减支增效Improve cost and quality
ERP 企业资源筹划
信息共享 Information sharing
APS 流程应用软件
外部整合External
Integration
全球一体化供应链Globally Integrated
Supply Chains
1980s 1990s 2000 +
•合作Collaboration
Co
mp
lexi
ty
中国 CHINA
复杂
性
II. 业务流程外包( BPO ) : 物流外包Business Process Outsourcing (BPO):
Logistics Outsourcing
何谓业务流程外包 (BPO)What is Business Process Outsourcing
BPO 是一段全部业务流程及支持此段流程技术的外包 BPO is the outsourcing on an entire business process and the technology underlying it
(Outsourcing Interest Group 2002)
BPO 是将一段可以通过信息科技处理的流程交给一家拥有 , 管理且运行某种能按照预先定义的矩阵模式来处理此流程的第三方来负责
BPO is the delegation of an IT-enabled process to a 3rd party that owns, administer and runs the
process according to a defined set of metrics
(Greater Data Request 2003)
BPO 很重要 , 因之与股东价值息息相关 . 它关系到优化业务操作来引导价值创造 , 它关系到企业的表现和结果 .
BPO is important because it links to shareholder value. It is about optimizing business
performance to drive value creation. It is about business outcomes and results.
(Thom Mead, Senior VP, Spherion Outsourcing 2005)
何谓物流外包 (BPO) What is Logistics Outsourcing (BPO)
成本节约
Cost Saving
效率提高Productivity
Gains
技术改善Technology
Improvement
流程重新整合Process
Reconfiguration
着重在核心业务流程Focus on Core Business & Process
物流外包是基于以下原因而选择专业物流服务提供商。
It is the selection engagement of specialized logistics service providers for the following reasons:
- 降低成本 Reduce costs
- 获取技术 Acquire Technology
- 运用及获取专长和特别的技能
Leverage and obtain expertise/specialized skills
- 获取其欠缺的管理流程
Obtain management process they don not have
BPO 类型BPO Types
交易型Transactional
专一市场型Niche
综合型Comprehensive
BPO 模式BPO Model
使用供应商的软件Offload transactions from buyer, use
provider’s software
使流程更加高效,降低成本,提高服务水平
Make process more efficient- reduce cost,Raise service level
使功能更加有效, 引入最佳方式Make functions more effective,
introduce best practice
地域Geographic Spread
国内 / 多国Domestic/Multi-country
国内 / 区域内Domestic/Regional
全球Global
商业种类Business Types
卡车运输公司A trucking company
国内 / 区域内专攻某行业或某块市场的第三方物流公司
Domestic/Regional 3PL specializing in an industry or market segment
第三方 / 第四方物流公司 / 整合商3 PL/4PL & Integrators
流程Flows
货物流,很少交易信息流Physical, limited transactional info
flows
货物,文件,信息流Physical/Docs/Info flow
货物,文件,信息流用不同的运输模式整合在一起
Physical/Docs/Info flow integrated across different transport modes
合同期限Contract Duration
1-2 年1-2 years
3-5 年3-5 years
3-10 年3-10 years
指标组合Metrics
每笔交易Per transaction
依结果定Outcome-based
依结果定Outcome-based
物流外包 – 一个连续的概念:没有适合所有情况的单一模式Logistics Outsourcing – A Continuum:No One Single Size (Model) Fits All
业务流程外包指标组合BPO Metrics
双方必须在服务协定开始前先对指标组合达成共识
Metrics must be mutually agreed before even the start of the service agreement
业务结果(以衡量结果)Business Outcome Metrics
(Measure Results)
服务(流程是否正常)Service Metrics
(Health of Process)
变化(衡量计划中有关应对变化的进展)Transformation Metrics
(Measure progress of planned change management)
- 可产出 Deliverable metrics
-用户满意度 User satisfaction
- 收入及成本冲击 (收入增长,成本减少或控制) Revenue & cost impact metrics (revenue generation, cost reduction or containment)
- 可靠性 Reliability metrics
- 能力 Capacity metrics
- 效率 Efficiency metrics
- 服务支持 Service maintenance metrics
- 事件里程碑 Event Milestone
- 人员流动 People Turnover
- 风险管理 Risk Management Metrics
- 战略冲击 Strategic Impact Metric
无用的指标组合:衡量所有可以衡量的 Useless Metrics: Measure Everything that can be measured
不了解自身服务水平 not knowing own service levels
提供一个不佳的商业案例 (低估目前成本)
presenting a very poor business case (underestimate current cost)
在合同后外包管理投资不足 under-invest in post contract sourcing management
单一外包 (无竞争) sole sourcing (no competition)
不使用外部有经验的顾问 not using external experienced advisors
BPO 中客户的不良做法
Bad BPO Practices of Customers
BPO 中服务商的不良做法
Bad BPO Practices of Providers
认定生意会永远持续 assume business is forever
报价过低,影响业务运营 buying the business with low price quoted
没能派出在此供应链中彼此了解的最佳人选 failure to assign best people in the supply chain that understand each others’ role
业务流程外包中的不良做法Bad BPO Practices
运营成本
周转资本
收入
股东价值
利润率
投资
固定成本
改善的订单周期改善的订单周期
提高的产品质量和供提高的产品质量和供应率应率
降低的运营成本降低的运营成本
物流管理的专物流管理的专长长
持续提高持续提高
运用在供应链设计和整运用在供应链设计和整合方面的专长合方面的专长
• 全球网络覆盖全球网络覆盖• 海关规定及快速且可预见交货海关规定及快速且可预见交货方面的知识方面的知识• 通过整合供应链伙伴的信息,通过整合供应链伙伴的信息,以达到快速决定以达到快速决定• 例外管理例外管理
• 通过单一节点界面降低整合通过单一节点界面降低整合及交流成本及交流成本
•运用物流公司的基础设施和知运用物流公司的基础设施和知识识
• 将规定成本变为变动成本,将规定成本变为变动成本,或反之或反之
加快到达市场的速度加快到达市场的速度
减少的物流及减少的物流及 ITIT 投投资资
增加全球市场覆盖增加全球市场覆盖
通过物流外包创造价值 通过物流外包创造价值 – – 从交易关系向伙伴关系发展从交易关系向伙伴关系发展
OperatingCost
WorkingCapital
Revenue
ShareholderValue
Profitability
CapitalInvestment
FixedCapital
Improved Order Improved Order CycleCycle
Enhanced Product Enhanced Product Quality & Quality & AvailabilityAvailability
Reduced Reduced Operation CostsOperation Costs
Logistics Logistics Management Management ExpertiseExpertise
Continuous Continuous ImprovementImprovement
Leverage expertise in Leverage expertise in providing supply providing supply chain design andchain design and integrationintegration
• Global network coverageGlobal network coverage• Knowledge of customs Knowledge of customs regulations and speedy ®ulations and speedy & predictable delivery predictable delivery
• Quick decision makingQuick decision making
thru’ integration of supply thru’ integration of supply
chainchain partners informationpartners information
• Exception managementException management
• Reduce integration and Reduce integration and communication costcommunication cost through single point of through single point of interfaceinterface• Leverage on IT Leverage on IT infrastructure and knowledge infrastructure and knowledge of logistics companiesof logistics companies
• Change fixed to Change fixed to variable costs & vice versa variable costs & vice versa
Improved SpeedImproved Speedto Marketto Market
Reduced Reduced LogisticsLogisticsIT investmentIT investment
Increased GlobalIncreased GlobalReachReach
Value Creation in Logistics BPO – Moving from Value Creation in Logistics BPO – Moving from Transactional RelationshipsTransactional Relationships
BPO 物流外包不应包括什么What is NOT BPO/Logistics Outsourcing
BPO 不是将全部流程交托出去。
BPO is NOT about handing over an entire process.
管理控制,政策设定,决策及在流程背后的战略部分应该保留。
Governance, policy –setting, decision-making and the strategy behind the process has to be retained.
III. BPO 实例(将于讲演时提供)
BPO Examples(to be introduced at presentation)
IV. 总结 Summary
我们谈到 : We Have Covered:
- 不同程度的物流外包
Logistics BPO in varying Degrees
- 越复杂,收益潜力越大
The more comprehensive, the more potential for benefits
- 指标组合是重要的
Metrics are important
- 物流外包的实例
Logistics BPO Examples
如何给中国带来更多的物流外包How Do We Bring More Logistics Outsourcing to China
从世界的其他地方把物流外包移到中国的两个领域
2 Areas where we can move logistics outsourcing from other parts of the world to China:
a). 第四方物流机会 4PL opportunities
b). 区域管理中心 / 电话中心类工作 RAC/Call Center Type activities
挑战 Challenges:
- 如何宣传中国作为物流和供应链的最佳中心? How do we promote China as a center for logistics & Supply Chain Excellence?- 如何通过教育和培训系统创造此方面专长?大学应尽量加办物流管理和工业工程方面的课程 How do we create expertise through education system and training? (more courses in universities on logistics management & industrial engineering training)- 如何促进很多本地公司的思维模式从交易型物流外包向合作型物流外包转变? How do we facilitate a mindset change from transactional to collaborative & comprehensive
logistics outsourcing for many local firms?- 减少政策性阻碍 (市场阻碍,货币条规,执照等) Reduce regulatory barriers (domestic trade barriers, currency rules, licensing)- 改善在主要物流中心周边的信息和通讯技术 Improve information and telecommunications technology
outside of the main logistics centers- 改善基础设施, 减少地区不均衡,转移采购重心 , 向二线城镇发展,由此也可以降低高运输成本- Improve infrastructure and reduce regional imbalance with the shift in sourcing focus to second-tier
cities, thereby reducing high transport costs as well- 发展国内物流工业 (高度分散,企业管理水平和硬件设施有待提高) Develop domestic logistics industry (highly fragmented, poor facilities and management)
如何给中国带来更多的物流外包机会How Do We Bring More Logistics Outsourcing to China
V. 美集物流简介About APL Logistics
海皇轮船集团NOL Group
工业工业IndustrialIndustrial
高科技高科技Hi TechHi Tech
汽车汽车AutomotiveAutomotive
零售零售 // 服装服装Retail/Apparel Retail/Apparel
•海皇轮船集团建于 1968 年 NOL Founded in 1968• 全球运输和物流集团 Global Transportation & Logistics Group• 在新加坡上市 Listed in Singapore Stock Exchange • 2005 年营业额 72.7亿美元 Total Net Revenue USD 7.27 billion
• 美集物流创建于 1980 年 APLL established in 1980 • 全球性的第三方物流企业 Global 3PL• 在亚洲和美洲拥有强大的业务网络 Exceptional strength in Asia & Americas• 2005 年营业额 72.7亿美元 2005 Total Net Revenue USD 1.29 billion
进口物流Inbound Logistics
出口物流Inbound Logistics
售后物流After Sales Logistics
反向物流Reverse Logistics
业务发展Business
Development
物流工程Logistics
Engineering
特种货物
Special Cargo
信息科技Information Technology
客户服务Customer
Service
操作管理Operations
Management
运输管理Transportation Management
人力资源和财务Human
Resource & Finance
5,000 5,000 雇员雇员 I I 2120 2120 万立方米运输量 万立方米运输量 II 271 271 个办公室个办公室 I I 26002600万平方英尺仓库面积万平方英尺仓库面积 I I 172172 个城市 个城市 I I 55 55 个国家个国家5,000 Employees5,000 Employees I I 21.2 m Cbm Turnover 21.2 m Cbm Turnover II 271 Offices 271 Offices I I 26 m ft2 Warehouse26 m ft2 Warehouse I I 172 Cities172 Cities I I 55 Countries55 Countries
组织结构 Organization
United States of United States of AmericaAmericaCanadaCanadaMexicoMexicoArgentinaArgentinaBrazilBrazilChileChileColumbiaColumbiaCosta RicaCosta RicaDominican RepublicDominican RepublicEl SalvadorEl SalvadorGuatemalaGuatemalaHondurasHondurasJamaicaJamaicaNicaraguaNicaraguaPeruPeruVenezuelaVenezuela
美洲美洲Americas Americas
美洲美洲Americas Americas
United KingdomUnited KingdomGermanyGermanyNetherlandsNetherlandsCzech RepublicCzech RepublicFranceFranceItalyItalyPortugalPortugalSpainSpainTurkeyTurkeySwedenSwedenFinlandFinlandNorwayNorwayDenmarkDenmarkBelgiumBelgium
欧洲欧洲 EuropeEurope欧洲欧洲 EuropeEurope
SingaporeSingaporeIndonesiaIndonesiaMalaysiaMalaysiaThailandThailandVietnamVietnamCambodiaCambodiaIndiaIndiaSri LankaSri LankaBangladesBangladesh h PakistanPakistanJapanJapanKoreaKoreaPhilippinePhilippinessUAEUAEAustraliaAustralia
亚洲亚洲 // 中东中东Asia / Middle EastAsia / Middle East
亚洲亚洲 // 中东中东Asia / Middle EastAsia / Middle East
BruneiBruneiFijiFijiMauritiusMauritiusSouth South AfricaAfricaLesothoLesothoSwazilandSwazilandMadagascMadagascararKenyaKenyaOmanOmanBahrainBahrainEgyptEgyptQatarQatarMyanmarMyanmarSaipanSaipan
大中华区大中华区 Greater ChinaGreater China大中华区大中华区 Greater ChinaGreater China
Hong KongHong KongChinaChinaTaiwanTaiwanMacauMacau
在中国的实力 China Capabilities
Shanghai
DalianTianjin
Shenyang
Yantai
Shijiazhuang
Beijing
Jinan
QingdaoLianyungang
Nanjing
Zhengzhou
Xian
Shuzhou Wuxi
Nantong
Ningbo
Hefei
Chongqing
Chengdu
Changsha
FuzhouXiamen
ShenzhenGuangzhou
Harbin
Changchun
Zhangjiagang
Hong Kong
Hangzhou
美国总统轮船和美集物流在中国美国总统轮船和美集物流在中国APL and APLL in China :APL and APLL in China :• 区域总部在上海 Regional Office in Shanghai in Shanghai• 中国有中国有 4040 个办公室 个办公室 40 40 OfficesOffices• 1150 1150 名员工 名员工 1150 Staff1150 Staff
外商独资企业 Wholly Foreign Owned Enterprise (WFOE)
空运代理执照 Air Forwarding License
无船承运人执照 Non-Vessel Operated Common Carrier License (NVOCC)Non-Vessel Operated Common Carrier License (NVOCC)
美集物流的合资子公司长安民生物流有限公司在香港上市 Changan, Minsheng, APL Logistics Company (CMAL) Automotive JV
志勤美集科技物流有限公司拥有进出口权和拖车执照 APLL–Zhiqin Technology Logistics Ltd (Import & Export Business License and Trucking Operation License)
APL APLL
Wuhan
•Vendor Mgmt•Pdtn •Compliance•PO / Doc Mgmt
•Tpt Mgmt •Tpt Mgmt
•Cross-dock Mgmt•Warehouse Mgmt•Distribution Mgmt•Bookg/Doc Mgmt•Value Added Svcs
•出口报关管理 •运费管理 进口报关管理 •分运管理•仓库管理•增值服务
货物流 货物流 Product FlowProduct Flow速度速度 Velocity, Velocity,
灵活性灵活性 Flexibility Flexibility 可可预测性预测性
PredictabilityPredictability
信息流信息流 Information FlowInformation Flow
增加可见度,提高决策速度增加可见度,提高决策速度Increase Visibility & Increase Visibility & Accelerate Decision Accelerate Decision
MakingMaking
单据流单据流Document FlowDocument Flow
准确且及时准确且及时Accuracy & Accuracy & TimelinessTimeliness
财物流财物流 Financial Financial FlowFlow
交易速度及节省交易速度及节省Transactional Transactional
Speed & SavingsSpeed & Savings
供应链可见度 Supply Chain Visibility
多个商店Multiple Stores
产品出运
ProductShipped
多个供货商Multiple Vendors
分拨中心 DC 清关Customs Cleared
港口Port
APLL Office
APLL CFS/
WH
拖车 Truck 拖车 Truck
整箱货物
Full Container Load
全球门到门定时国际物流运输服务Global End-to-End & Time Definite Int’l Logistics & Transportation Services
眼光和战略 Vision & Strategy
•供应商管理•生产•遵守与符合•订单 / 单据管理
•仓库管理•配送管理•订舱文件管理•增值服务
•Export Customs Mgmt
•Freight Mgmt
•Import Customs Mgmt
•Deconsol Mgmt•Warehouse Mgmt•Value Added Svcs
港口Port
清关Customs Cleared
零售店Retail Outlet
•运输管理•运输管理
相互关联的程度相互关联的程度Level of interactionLevel of interaction
松散松散LooseLoose
紧密紧密TightTight
供应
链增
值供
应链
增值
Su
pp
ly C
ha
in V
alu
e-A
dd
Su
pp
ly C
ha
in V
alu
e-A
dd
销售产品销售产品Sell Sell
ProductProduct
提供重要贡献提供重要贡献Make Make
Important Important ContributionsContributions
从交易关系到成为客户向外延伸的物流机构从交易关系到成为客户向外延伸的物流机构From Transactional Relationship to Being a Customer’s Extended Logistics OrganizationFrom Transactional Relationship to Being a Customer’s Extended Logistics Organization
按规定运送产品Deliver
commodity that meets
specifications
提供好的产品和服务 Deliver
“good” products & services
提供好的客户服务和支持 Provide good customer
service & support
为客户商务问题提供解决方案 Articulate
solutions to customer business
issues
按客户的组织问题整合方案 Integrate solutions to
customer organization issues
我们的志向 Our Aspiration
谢谢!
Thank You !
www.apl.com www.apllogistics.com