企业物流讨论案例――运输价格概要

企业物流讨论案例――运输价格

1、公司背景

某外商独资食品制造企业在中国投资有6个工厂（不包括在建和OEM的工厂），旗下主有4大品牌，年销售额达到近10亿。

2、公司物流情况

运输基本情况：

公司目前主要的销售区域仍集中于南方，南北大致销售比例为7：3（以长江划分南北）。由于生产的是属于低附加值的玻璃罐装食品（暂时只有小部分使用PET瓶），所以公司对物流成本一直比较注重。目前整体物流费用占公司销售成本的4%左右。A厂每天运输数量在300－500吨左右。省内配送主要使用汽运，而省外港口城市多使用海运集装箱再短驳至客户。省内配送也使用过一段时间的自由车辆，但考虑到成本较高最终也改用第三方物流车辆。运输管理主要工作：监控运作质量；管理合同价格（价格谈判）；日常回顾；提供发货的信息给其他相关部门。运费结算：汽车运输价格设定，按不同吨位不同标准收取（例如，同一目的地1－3吨，3吨－8吨，8吨－10吨，10吨以上，计价单位元/吨）每天客服将订单通知车队（运输供应商），由供应商根据订单情况派出车辆到工厂装货，具体车辆调度由供应商完成（比如某车装哪几票货物，或者每票货装多少）。供应商根据每月发货情况跟客服部门对帐确认运费。

探讨问题：公司如果想降低运输费用可以从那些方面考虑或者关注点什么？（目前主要通过每年跟供应商的价格谈判降低价格）

抛砖引玉：

在这个案例中，作为物流部门管理者只是关注到了价格表面化的问题。作为运输价格如果只是通过单一的谈判方式来降低效果是很差的。原因主要是企业很难清楚运输企业物流费用构成具体情况是怎样，物流企业一旦咬定价格已经是最低，谈起来就会有一定困难。当然企业可以找其他物流供应商价格做参照，但由于其他企业并没有操作过企业具体业务，对企业实际物流运作情况并不了解报价也可能有偏差（比如：业务量、业务特点、线路分布、频率都可能影响到价格）；另外报价还要考虑物流供应商的规模、运作能力及信用等能力。所以对外部价格的收集，对后备供应商的考察都是物流部门日常很重要的工作。在这里我们要谈的主要却不是以上那些。在案例中，我们留意到该企业的物流调度管理职能很弱，派单实际是由供应商协助完成的，这样无疑丢失了价格管理的重要管理工具订单管理和线路规划。订单由供应商分配，那其结算方式无疑是按票结算，无法实现线路规划，更无法实现规模管理，订单被迫都按最小基数结算，这样企业就可能会吃亏（比如1个10吨车，装了3票货，其中1车2.5吨到中山、2.5吨到韶关、5吨到江门，这样的话就是用2.5吨中山＋2.5吨到韶关＋5吨到江门，有的都是价格表中相对较高的价格。而实际运作中，更多企业是用的整车到最远一个点的单价加多点的计价方式，当然这些点之间距离不会太远，而且都是一条线路上。以上方式不一定最佳，部分企业通过实践和与供应商沟通还会有所调整）。放弃调度主动权的同时，其实还有两个坏处，对于订单管理而言，控制订单大小、客户下单时间的目的没有完全达到；而对于运输时间控制难度加大。作为物流供应商考虑的最多的还是如何成本最低，所以有时线路安排合理性考虑就少了。线路不合理，运输时间就可能因此而拉长。如果因物流企业线路规划不合理增加了运作成本却要企业承担那这样的价格无疑更不合理

(翻译后)如下

Logistics discuss the case - Transport prices

1 Background

A wholly foreign-owned food manufacturing companies investing in China has six factories (not including OEM factory under construction), its main 4 big brand, with annual sales of nearly 1 billion.

2, the company logistics situation

Basic Transportation:

Our main sales areas are still concentrated in the south, north and south sales ratio of roughly 7:3 (the Yangtze River separates South and North). As the production is a low-value-added glass canned food (for the time being only a small part of the use of PET bottles), so the company has been paying more attention to the logistics costs. That the overall cost of logistics costs account for sales of 4%. A number of plants every day transportation around 300-500 tons. Province distribution mainly used Automotive, and outside the province port city to use more short sea containers and then forwarding to the customer. Distribution in the province is also used for some time free vehicles, but considering the high cost of eventually switching to third-party logistics vehicles. Transportation management major tasks: monitoring the operation of quality; management of the contract price (price negotiation); daily review; provide shipping information to other relevant departments. Freight Settlement: Automotive Transportation prices set according to different standards of different tonnage charge (for example, the same destination, 1-3 tons, 3 tons -8 tons, 8 tons -10 tons, 10 tons, price units yuan / ton) per day Customer will notify the team orders (transport provider), under orders from the supplier to send vehicles to the factory loading, the specific vehicle scheduling to complete by the supplier (for example, where a few votes of a truck-mounted cargo, or how much equipment per shipment). Suppliers based on a monthly reconciliation of shipments with the customer service department to confirm shipping costs.

Of the problem: the company can if you want to reduce transportation costs, or concerns from those who consider something? (Currently, mainly through annual price negotiations with suppliers lower prices)

Start a discussion:

In this case, as the logistics sector managers only superficial attention to the issue price. As a transport price negotiations if only a single way to reduce the effect is very poor. The main reason is the business enterprise it is difficult to transport logistics costs constitute a concrete situation, the logistics enterprises once insist prices are already low, there will be difficult on them. Of course, companies can find the price of other logistics providers as a reference, but as other companies do not operate through the specific business enterprise, business-Shiji offer logistics operation does not know there may be bias (for example: traffic, operational characteristics, distribution lines, frequency are likely to affect prices); also offer logistics providers should also consider the size, operational capacity and credit capabilities. Therefore, the external price of the collection, visit the supplier of the reserve are the logistics departments are very important. Here we wish to mention those who is not over. In the case, we note that the company's logistics operation management function is very weak, actually sent a single assist in the completion by the supplier, so that price regulation will undoubtedly lose an important management tool for order management and route planning. Order by