中国与现代物流管理

中国与现代物流管理
摘要：
现代化的管理管理与现代物流企业越来越紧密地联系在一起，在中国现代管理管理为企业降低成本、提高效率、服务客户提供了强大的技术支持。

现代物流管理正确的实施与策略已成为提升物流企业竞争力的关键所在，为此，提出研究中国与现代物流管理的重要性是必须的。

正文：
物流管理的形成，一般认为是在第二次世界大战之中，美国出于军事上的考虑对军用物资实行物流管理。

他们运用系统分析和应用数学等方法对输送、储存等活动进行有效地控制，获得了较为理想的结果。

自此以后，物流管理很快地被应用到产业界，像对待生产一样，他们对物流采取了一系列管理手段，使资本主义物流呈现出新的水平。

20世纪60年代后，物流管理得到了进一步的发展，美国经营学家彼•特拉卡认为，物流管理是“降低成本的最后边界”。

1965年以后，日本在提高物流技术的同时，将物流管理进一步综合化、系统化，使物流管理水平一跃为世界的领先地位。

因此，在中国，学习现代物流管理是很重要的。

（一）物流管理的目标
现代物流管理实质上是对物流系统的管理。

物流系统投人的是物流成本，产出的是物流服务。

物流管理的目的就是通过协调物流服务与物流成本之间的关系，寻求二者之间最佳的平衡点，通过对物流系统各要素进行综合管理，寻找各种功能之间最佳的组合方式，使物流系统的总体效益最佳。

在物流管理中必须正确处理好服务与成本二者的关系，合理兼顾两方面的需要。

从物流服务的角度来看，物流系统提供的服务水平和服务标准越高越好，而从企业经济效益的角度来看，物流成本的耗费越低越好，这样就在高水平的物流服务和低水平的物流成本之间产生了矛盾。

将物流管理的目标订为谋求“最高的服务水平和最低的物流成本”只是一种理想化的模式。

当管理中的两个目标不能同时实现时，可以用效率系统的概念来进行综合分析，即能以最低的物流成本达到所要求的物流服务水平的物流系统就是一个有效率的系统。

（二）物流管理的三个阶段
物流管理按管理进行的顺序可分为三个阶段，即计划、实施、评价阶段。

1.物流计划阶段的管理。

计划是作为行动基础的某些事先的考虑。

物流计划是为了实现物流预想达到的目标所做的准备性工作。

（1）计划的步骤。

首先，要确定物流所要达到的目标，以及为实现这个目标所进行的各项工作的先后次序。

其次，要先分析研究在物流目标实现的过程中可能发生的任何外界影响，尤其是不利因素，并确定对这些不利因素的对策。

再次作出贯彻和指导实现物流目标的人力、物力和财力的具体措施。

（2）计划的主要内容。

物流计划的主要内容就是确定关于物流的期量标准。

期表示时间，如生产周期、供应提前期、待运期等。

量表示数量，如一次同时投人生产的原材料、材料等物资的数量、仓库在一定时期内的库存数量、入库量、出库量等。

（3）现代企业中运用的几种物流计划管理的方法。

现代企业中运用的物流计划方法有物料需求计划、制造资源计划、分销需求计划、物流资源计划、企业资源计划等。

1）物料需求计划（Material-Requirement-Planning，MRP）。

这是在产品结构的基础上，运用网络计划原理，根据产品结构各层次物料的从属和数量关系，以每个物料为计划对象，以完成日期为时间基准倒排计划，按提前期长短区别各个物料下达计划时间的先后顺序。

通俗地讲，MRP是一种“既要降低库存，又要不出现物料短缺”的计划方法。

2）制造资源计划（Manufacturing-Resource-Planning，MRPⅡ）。

制造需求计划MRP基础，将企业生产、财务、销售、工程技术、采购等各个子系统结合成一个集成化系统的计划
方法。

3）分销需求计划（Distribution-Requirement-Planning，DRP）。

这是MRP原理在商品流通领域的具体应用，主要解决分销物资的供应计划与调度问题。

因此，通俗地讲，DRP指的是一种“合理进行分销物资资源配置，既保证有效地满足市场需要，又使得配置费用最省”的计划方法。

4）物流资源计划（Logistics-Resource-Planning，LRP）。

这是在MRPⅡ、DRP的基础上发展起来的物资资源计划与配置方法。

它是制造资源计划、能力资源计划、分销需求计划以及功能计划的集成。

5）企业资源计划（Enterprise-Resource-Planning，ERP）。

这是在MRP、MRPⅡ基础上，针对大型制造企业提出的集成化计划方法和管理系统，涵盖范围包括人事、财务、生产、采购、库存、销售等功能，并提供跨国企业信息管理的解决方法。

2.物流的实施控制阶卑管理。

物流计划确定以后，为实现物流目标，就要对进行中的物流活动进行控制和管理。

（1）物流控制系统的组成要素。

物流控制系统由控制对象、控制目标和控制主体构成。

1）控制对象。

控制对象可由人、设备组成一个的基本系统单元，通过对其施加某种控制或指令，能完成某种变化。

2）控制目标。

控制目标是系统预先设定的期望值。

控制的职能是随时或定期进行检查，发现偏差，然后进行调整，以利目标的完成。

3）控制主体。

在一个控制系统里，目标已定，收集控制信息的渠道也已畅通，就需要一个机构来比较当前系统的状态与目标状态的差距，如差距超过允许的范围，则需制定纠正措施，下达控制指令，这样一个机构称为控制主体。

（2）物流控制系统的控制方式。

物流控制主要采用前馈控制、反馈控制和复合控制。

1）反馈控制。

反馈控制是控制主体根据设定的目标，发布控制指令，控制对象根据下达命令执行规定的动作，将系统状态信息传递到控制主体，经过与目标比较，确定调整量，再通过控制对象来实施。

反馈控制的特点是根据当前状态确定下一步行动，由于从信息收集到调整实施有一定的时间滞后，在某些情况下就可能影响目标的到达。

2）前馈控制。

前馈控制着眼于对系统的未来状态的预测，事先采取措施应付即将发生的情况。

这种控制带有主动性。

前馈控制主体中的预测状态功能，是靠系统长期运行以后加以总结得到的。

3）复合控制。

实际上对于一个较为复杂的物流系统而言，预测不可能完全正确，还可能有事先无法预测到的随机干扰，所以在实际的物流控制过程中很少存在单独的前馈控制。

通常情况下，是由前馈控制和反馈控制结合构成的复合控制系统。

（3）物流控制原理。

各环节的物流控制基本上都是在协调环节问的衔接和减小库存水平变化的幅度。

系统的稳定与采用的控制原理有关。

1）推进控制原理。

推进控制原理的基本方式是根据最终需求结构，计算出各阶段的物资需求量，考虑各阶段的供应提前期之后，向各阶段发出指令。

推进控制原理的特点是集中控制，每阶段的物流活动服从集中控制的指令，从这方面看，各阶段没有独立影响本阶段的局部库存的能力，这就意味着这种控制原理不能使各阶段的库存保持期望水平。

推进式控制比较适用于批量生产条件下的物流管理。

2）拉引控制原理。

拉引控制原理的基本方式是企业生产经营的最后阶段按照外部需求向前一阶段提出物流供应要求，前一阶段按本阶段的物流需求量向上一阶段提出要求，依次类推。

拉引控制原理的特点是分散控制，每一分散控制的目标是满足局部需求，在这种控制原理中，
所有的局部控制使本阶段达到要求，因此，在采用这种控制原理来管理物流活动时，如果没有实时的协调，那么物流系统中总的库存水平将高于基准的库存水平。

拉引控制比较适用于大量生产条件下的物流管理。

3.物流评价阶段的管理。

在一定时期内，人们对物流实施后的结果与原计划的物流目标进行对照、分析，这便是物流的评价。

通过对物流活动的全面剖析，人们可以确定物流计划的科学性、合理性，确认物流实施阶段的成果与不足，从而为今后制定新的计划、组织新的物流提供宝贵的经验和资料。

（1）物流评价的方法。

1）按照对物流评价的范围不同，物流评价可分为专门性评价和综合性评价。

专门性评价是指对物流活动中的某个方面或某一具体活动作出的分析，如仓储中的物资吞吐量完成情况，运输中的吨公里完成情况，物流中的设备完好情况等。

综合性评价是指对某一物流管理部门或机构的物流管理水平作出的综合性分析，如某仓库的全员劳动生产率，某运输部门的运输成本，某部门对物流各环节的综合性分析等。

2）按照物流各部门之间的关系，物流评价可分为物流纵向评价和横向评价。

纵向评价是指上一级物流部门对下一级部门和机构的物流活动进行的分析结果。

这种分析通常表现托本期完成情况与上期或历史完成情况的对比。

横向评价是指执行某一相同物流业务的部门之间的各种物流结果的对比。

它通常能表示出某物流部门在社会上所处的水平的高低。

应当指出无论采取什么样的评价方法，其评价手段都要借助于具体的评价指标。

这些指标包括反映物流活动成果数量的指标，如货运周转量、吞吐量等；反映物流活动质量的指标，如物流服务质量、交货水平、商品完好率等；反映物流活动中物化劳动和活劳动消耗的指标，如物流成本等；反映物流活动中物化劳动占用的指标，如设备利用率、仓容利用率等；反映物流活动生产效率的指标，如劳动生产率指标等；以及反映物流活动经济效益的指标等等。

（2）物流服务质量评价的指标体系。

物流服务质量评价的指标有很多，常见的有：1）服务水平（F）。

F＝（满足要求次数/用户要求次数）×100％
或用缺货率（Q）表示：
Q＝（缺货次数/用户要求次数）×100％
2）满足程度（M）。

M＝（满足要求数量/用户要求数量）×100％
3）交货水平（）。

＝（按交货期交货次数/总交货次数）×100％
4）交货期质量（）。

＝规定交货期-实际交货期（天）
正为提前交货，负为延迟交货。

5）商品完好率。

商品完好率＝（交货时完好商品量/物流商品总量）×100％
或用缺损率（）表示：
＝（缺损商品量/物流商品总量）×100％
也可用货损货差赔偿费率（P）表示：
P＝（货损货差赔偿费总额/同期业务收入总额）×100％
Chinese and modern logistics management
Abstract:
Modern management and modern logistics enterprises, more and more closely linked to modern management management for enterprises to reduce costs, improve efficiency, customer service, provide a strong technical support. The correct implementation of modern logistics management and strategy has become the key to enhance the competitiveness of logistics enterprises, and proposed that it is necessary to study the importance of the Chinese modern logistics management.
Text:
The formation of the logistics management, generally considered among the Second World War, the U.S. military supplies for military reasons implementation of logistics management. They use effective control systems analysis and applied mathematics and other methods of transportation, storage and other activities, the ideal results. Since then, the logistics management soon be applied to the industry, with production, they have adopted a series of management tools for logistics, to make capitalism logistics showing a new level.
1960s, the logistics management has been further developed, the American operations sociologist He Terracan logistics management "to reduce the cost of the final frontier. After 1965, the Japanese logistics technology, logistics management further comprehensive, systematic, logistics management level was raised to the status of the world's leading. Therefore, in China, learning modern logistics management is very important.
(A) logistics management objectives
Modern logistics management is essentially the management of the logistics system. Invested logistics system logistics costs, output logistics services. Logistics Management's purpose is to seek the best balance between the relationship between the coordination of logistics services and logistics costs, for the integrated management of the various elements of the logistics system, and to find the best combination between the various functions so that the overall efficiency of the logistics system.
Logistics management must correctly handle the relationship between service and cost, reasonable balance between the needs of both. From the point of view of logistics services, logistics system to provide the level of service and service standards as high as possible, from the point of view of economic efficiency of enterprises, logistics costs consuming as low as possible, so that a high level of logistics services and produce a contradiction between the low level of logistics costs. Logistics management objectives of seeking "the highest level of service and the lowest cost of logistics" just an idealized model. Can not simultaneously achieve two goals in the
management concept of efficiency can be used to conduct a comprehensive analysis, the required level of logistics services logistics system is an efficient system that is able to achieve the lowest logistics costs.
(B) The three stages of the logistics management
The order management, logistics management can be divided into three stages, namely planning, implementation and evaluation stages.
Logistics management of the planning stage. The plan as a basis for action, some forethought. Logistics plan preparatory work is done in order to achieve the logistics expected to achieve the target.
(1) plan steps. First, to determine the logistics of the targets to be achieved, and the priority of the work to achieve this goal. Secondly, the first analysis of the study that may occur in the process of logistics goals any outside influence, especially the negative factors, and to identify countermeasures to these unfavorable factors. Again, make a follow-up and guidance to achieve the logistics goal of human, material and financial resources of the specific measures.
(2) the main content of the plan. Logistics plan is to determine the standard of logistics and quantity. Period time, such as the production cycle, the supply lead time for shipment period. The amount represents the number of the number of raw materials, such as a time into production, materials, supplies, warehouse in a certain period of time the number of inventory, warehousing amount, the library amount.
(3) the use of several logistics program management in the modern enterprise. Use modern enterprise logistics plan material requirements planning, manufacturing resource planning, distribution requirements planning, logistics, resource planning, enterprise resource planning.
1) Material Requirements Planning (Material-Requirement-Planning, MRP). This is on the basis of the product structure, the use of network planning principle, based on the slave and the relationship between the number of product structure level materials, each material plan, to the date of completion time basis inverted plan, lead length difference each materials issued by the scheduled time of the order. More simply, MRP planning method is a "necessary to reduce inventory, but also material shortages".
2) Manufacturing Resource Planning (Manufacturing-Resource-Planning, MRP Ⅱ). Manufacturing requirements planning MRP based on the various subsystems of the production, finance, sales, engineering, procurement combined into an integrated system plan.
3) Distribution Requirements Planning (Distribution Requirement Planning, DRP). This is the MRP specific application of the principle in the field of commodity circulation, mainly to solve the distribution of goods supply planning and scheduling problems. Therefore, commonly, DRP refers to a "reasonable distribution of material resources configuration, both to ensure effectively meet the needs of the market, but also makes the configuration costs the most provincial planning methods.
4) logistics resource planning (Logistics-Resource-Planning, LRP). This material resource planning and configuration methods developed on the basis of MRP Ⅱ, DRP. It is a manufacturing resource planning, the ability resource planning, distribution requirements planning, as well as functional plan integration.
5) enterprise resource planning (Enterprise-Resource-Planning, ERP). This is on the basis of MRP, MRP Ⅱ, Integrated planning and management system for large manufacturing companies, covers personnel, finance, production, purchasing, inventory, sales and other functions, and provide multinational information management solution.
The implementation of the logistics to control order Alpi management. Logistics plan is determined to achieve logistics goals, it is necessary logistics activities in the control and management.
(1) logistics elements of the control system. Logistics control system consists of the control object, control objectives and control the main.
1) control the object. Control objects can be people, equipment composed of
a basic system unit, through imposed some sort of control or command, to complete a change.
2) control objectives. The control target is set in advance expectations. Control functions at any time or on a regular basis to check and found that the deviation, then adjusted to facilitate the completion of the goals.
3) control subject. In a control system, the goal has been set, collected to control the channels of information has been smooth, and you need an agency to compare the current system state and target state gap, such as the gap exceeds the allowable range, you need to develop corrective measures, issued control instruction, such a body known as the main control.
(2) control of logistics control system. The logistics control the feedforward control, feedback control and composite control.
1) feedback control. The feedback control is the target set, the control body, released control command, control object according to the issued command to perform a predetermined operation, the system status information is passed to the main control for comparison with the target to determine the adjustment amount, and then through the control object to the implementation.
The characteristics of the feedback control is to determine the next action, according to the current state of the embodiment from the information collected to the adjustment to a certain time lag, in some cases this may affect the arrival of the target.
2) feedforward control. Feedforward control focused on the prediction of the future state of the system prior to take measures to cope with the impending situation. This control with initiative. Feedforward control the predicted state function in the body, to be summarized by the long-running get.
3) composite control. In fact, for a more complex logistics system, the forecast can not be absolutely correct, there may also be random interference can not be predicted in advance, so there are separate feedforward control in
the actual logistics control process rarely. Under normal circumstances, it is combined with a composite control by the feedforward control and the feedback control system.
(3) logistics control principle. The various aspects of the logistics control basically asked in coordinating link convergence and reduce the magnitude of the changes in inventory levels. System stability and control principle.
1) propulsion control principle. The basic way to promote the control principle is calculated according to the final demand structure, the various stages of material demand, after considering the various stages of the supply ahead of time, issued a directive to all stages. Promote the characteristics of the control principle of the centralized control of each stage of logistics activities obey the centralized control of the instruction, from this perspective, the various stages do not affect the ability of the present stage of a partial stock independent, which means that this control principle can not make the various stages of inventory to maintain the desired level. Propelled control is suitable for mass production under conditions logistics management.
2) Pull the control principle. Pull control principle is the final stage of the production and operation of enterprises in accordance with external demand to the previous stage of the logistics supply requirements, the previous stage stage of the request at this stage logistics demand up, and so on.
Pull the control principle is characterized by decentralized control, each decentralized control goal is to meet the local demand, all the local control of the stage to meet the requirements in this control principle, therefore, in using this principle of control to manage the logistics activities when, if there is no real-time coordination, overall inventory levels in the logistics system will be higher than the benchmark stock levels. Pull control more suitable for mass production conditions logistics management.
3. The logistics evaluation stage management. Logistics after the implementation of the results with the original plan logistics objectives in a certain period of time, control, analysis, which is the evaluation of the logistics. Through a comprehensive analysis of the logistics activities, one can determine the logistics plans science, rationality, confirm logistics achievements and shortcomings of the implementation phase, providing valuable experience and information to formulate a new plan for the future, organize logistics.
(1) evaluation of the logistics.
1) In accordance with the different range of logistics evaluation, logistics evaluation can be divided into specialized evaluation and comprehensive evaluation. Specialized evaluation refers to the analysis of a logistics activities or a specific activity, such as the throughput of materials in the warehouse to complete situation, transport tonne-kilometers completion logistics equipment in good condition.
Comprehensive evaluation make a comprehensive analysis of a logistics management department or agency of the logistics management level, such
as a warehouse, the overall labor productivity, the transportation costs of the transport sector, a sector on various aspects of the logistics analysis .
2) the relationship between the various departments of the logistics, the logistics evaluation can be divided into longitudinal evaluation of logistics and horizontal evaluation. Longitudinal evaluation refers to the results of the analysis to the next level of logistics activities of the departments and agencies on a logistics department. Such an analysis the usually performance prop completion for the period with completion on or historical comparison.
The horizontal evaluation refers to the comparison of the results of the various logistics departments perform a same logistics business. It is usually expressed a logistics department in the community in which the level of.
It should be noted that no matter what the evaluation method, the evaluation tools must be by means of a specific evaluation. These indicators include the number of indicators to reflect the outcome of the logistics activities, such as freight turnover, throughput, etc.; indicators that reflect the quality of logistics activities, such as logistics service quality, delivery, level of goods in good rate; reflect logistics activities materialized labor and living labor consumption indicators, such as logistics costs; indicators reflect materialized labor logistics activities occupied indicators, such as equipment utilization, storage capacity utilization; indicators reflect the production efficiency of logistics activities, such as labor productivity indicators; reflect the economic efficiency of logistics activities and so on.
(2) logistics service quality evaluation index system. Logistics service quality evaluation indicators, common are:
A) Service level (F).
F = (to meet the number of requests / number of user requirements) × 100% Or stock rate (Q) said:
Q = (stock number of times / number of user requirements) × 100%
2) satisfy the extent (M).
M = (to meet the requirements Quantity / number of user requirements) ×100%
3) Delivery level ().
= (Number of delivery Delivery / delivery times) × 100%
4) delivery quality ().
= Specified delivery time - actual delivery time (days)
For early delivery, negative for the delay in delivery.
5) good rates of goods.
Goods in good condition rate = (intact the amount of goods delivery / logistics merchandise total) × 100%
Or defect rate ():
= (The defects amount of commodities / logistics merchandise total) ×100%
Can also be used cargo damage the differential compensation rates (P), said:
P = (total cargo damage poor compensation fee / revenue in the same period the total) × 100%。