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 supply distribution business, it is undoubtedly its settlement Fang Shi An votes settlement, Wu Fa Shixianxianlu planning, Geng impossible Guimoguanli, orders Pipo Du settled by Zuixiao base, businesses exposed disadvantage ( a 10 t vehicle 3 votes cargo loading, including a car to Zhongshan 2.5 tons, 2.5 tons to Shaoguan, 5 tons to Jiangmen, the case is to use tons to 2.5 tons in Shaoguan, Zhongshan, +2.5 to +5 tons of Jiangmen, and some are relatively price list higher price. The actual operation, more enterprises are using the vehicle to the furthest point of the unit seeks to add a pricing point, of course, the distance between these points is not too far, and they are all one line. above is not necessarily the best approach, some enterprises through practice and communicate with suppliers will be adjusted). Scheduling, while giving up the initiative, in fact, there are two disadvantages in terms of the order management, control the size of orders, customer orders were not fully achieved the purpose of the time; and more difficult to control the transit time. As the largest logistics providers to consider is how the lowest cost, so sometimes reasonable to consider the circuit arrangement less. Line unreasonable, transit time may be stretched. If the plan is unreasonable because of the logistics business lines have to enterprises increased operating costs assume that the prices will undoubtedly be more reasonable

避免运输浪费

在持续降低成本的强大压力下，制造商对运输服务商的可靠性和服务要求打了折扣。混淆价格与价值，从长期来看可能导致成本增加或者影响货物递送。过时的设备、缺乏培训的司机和糟糕的分类与配送流程可能导致不可靠的服务。所有这些因素都会招致额外成本，从而被加到运输流程之中。

这些成本经常表现为增加库存、加快对客户的出货，以弥补货物迟到的影响，以及为这些变化所付出的时间和资源，最坏情况通常是对客户的交货期延误。这种情况可能对生意造成长期的负面影响，它不仅可能导致失去客户的下一笔订单，甚至可能失去该客户的全部生意。

最初节省下来的成本可能很快就被几次失败的递送所抵消。虽然可能难以计算使内部流程具有可靠性所带来的成本节省，但这种节省成本策略失败带来的影响通常比较容易判断。花点时间计算送货失败成本非常重要，而且应该把它当作可靠性价值的警示。

底线是认真地全面评估运输提供商的服务、可靠性、信誉和价格，并选择那些能够密切支持你的业务目标，而不是仅能满足运输目标的运输服务提供商。

优化运输网络

制造商的物流网络一般由进货、内部传递和出货运输组成，与作业特点和分配设施、供应商和客户相连。确定运送产品的最有效方式，发现目前流程中的浪费环节，帮助厂商设计出最佳的网络。

可靠性是制造商选择承运商时需要考虑的最重要因素。

通过绘出需要频繁运输的全部材料的图表，包括退货，并加上每种材料的理想运输时间，你就能够设计出最佳的网络，也可以利用运输管理软件将这个过程从手工转变成自动的过程。这种技术可以根据地点、最低成本和运抵时间来自动选择产品运输的最佳模式。

要注意的是，该类软件可能只有用于大型企业才具有成本效益，许多小型制造商可能需要利用手工方式来规划自己的网络。但记住不需要独自做这件事，与你的运输提供商一起确定改善或修改流程的方式。另外寻找机会整合运输、拣货和交接运输流程，在可能的情况下制订出运输路线指南。

为了提高效率，制造商还可以在其它方面做一些改善。例如，你的运输部门是否经常淹没在来自客户服务部门或者采购部门大量的电子邮件和电话之中，他们不断地在询问货物或材料运输状态？如果你调查一下花在这些事情上的时间，可能会对每周浪费在其上面的总体时间感到惊讶。

这种时间和精力的浪费表明，需要采取先发制人的流程，及时提供信息来支持内部客户。可以采用一些简单的方法来提供实时的运输状态信息。有些运输提供商的软件工具将向你的运输部、采购部和客户服务部发送电子邮件，告知他们指定货运的状态，或者按要求提供全部货运状态。对于隔夜运输、地面运输和不到一车的货运来说，经常可以做到这点。你甚至还可以选择让软件提醒你可能延误的货运，并建议采取什么补救措施。

当你采用这些技术服务的时候，你可以节省大量成本。运输商通常免费提供这些技术服务，更加重要的是，他们可以提供可靠性。从客户服务部的桌面上，他们能够事先追踪重要的货运，并告诉客户运输状态。采购和生产部门通过保证元器件按时到达以满足生产计划，可以使其内部流程具有可靠性。

建立合作关系

可以通过与运输提供商合作来减少浪费。目标是与运输提供商之间建立一种平稳的、连续的和具有成本效益的商品与信息流。这意味着及时通知他们客户需求的预定变化、新供应商或批量变化等情况。

利用协调的流程取代分散的信息共享，能够简化和改善运输决策的准确性。与运输提供商之间建立合作性更强的关系，将产生效率更高、浪费更少的流程。

在与运输服务商的合作中，制造商需要考虑的关系因素包括：与运输提供商共享运力和负载预测；让运输商在装货前事先知道货物数量的变化；减少在装货和交货时的司机周转时间；提高装货与交货时间的灵活性。同样，你的运输提供商也能够在你需要急运货物时迅速找到拖车，并在高峰季节提供可靠的服务。

在与你的运输伙伴合作时，应将重点放在浪费上面，而不是成本，这可以减少与供应商之间对话的火药味。如果目标是减少浪费，多数人愿意与对方讨论其流程，而且运输伙伴致力于消除诱发浪费的一些流程。

当材料流动发生问题时，良好的精益原则实践者会评估问题、寻找问题的根源并对流程进行调整，以防止其再度发生。这些中断可能延期交货、运输途中货物破损或者收货数量不对。这些现象显示流程存在缺陷，这会导致你接下来的生产流程不畅。

有时候，看起来是运输提供商引起的交货延期，实际上可能是你的供应商无意中造成的问题。通过调查根本原因，你也许发现错误或者标签不对的包装其实是因为供应商印刷条形码的位置不对。要对你的供应商和员工进行正确的培训，避免此类问题的发生。

导致货物破损的原因还可能是包装不结实、员工没有受到适当培训或者没有进行充分处理。对于这些问题，查找原因并采取相应措施是关键。习惯用追根究底的方法来分析问题产生的原因，你常常会发现导致问题发生的根源常常不是那些最初表面看起来的原因。

进行深入分析之后，制造商会发现他们无意之中在系统中增加了许多无效的流程。通过确定和减少这些浪费，制造商能够在不影响服务的情况下减少浪费。

(翻译后)如下

Avoid any waste of

In the continuing pressure to reduce costs, manufacturers of transport service providers compromised the reliability and service requirements. Confuse price and value in the long run may lead to increased costs or delivery of goods. Obsolete equipment, lack of training of drivers and poor classification and distribution process may result in unreliable service. All of these factors will incur additional costs to be added to the transport processes.
The cost has been expressed in increased inventory, speed up the shipping to customers to compensate for the impact of the goods late, and paid for these changes in time and resources are usually the worst case delay in delivery to customers. This situation may cause long-term negative impact the business, it may not only result in the loss of customers, under an order, and may even lose the customer's whole business.
The initial cost savings could quickly be offset by several failed delivery. Although the process may be difficult to calculate the internal reliability by making the cost savings, but the cost implications of policy failure is usually relatively easy to determine. Take the time to calculate the cost of delivery failure is very important and should be worth it as the reliability of the warning.
The bottom line is seriously comprehensive assessment of the transport provider's service, reliability, reputation and price, and select those who will closely support your business goals, not only to meet the transport objectives of the transport service provider.
Optimization of transport networks
Manufacturers generally purchase logistics network, composed of the internal delivery and shipping transportation, and operational characteristics and distribution facilities, suppliers and customers connected. Determine the most effective way of delivering products and found that the waste part of the current process to help manufacturers design the best network.
Reliability is the manufacturer of choice to consider when carriers of the most important factor.
Frequent transport by mapping all the materials needed charts, including the return, plus the ideal transit time for each material, you can design the best network, transportation management software can also be used, this process change into the automatic from Shougong process. This technology can place the minimum cost and time of arrival to automatically select the best mode of product transportation.
It should be noted that such software may only be used for large enterprise to cost-effective, many small manufacturers may need to use manual methods to plan their own network. But remember do not do it alone, together with your transport provider to determine ways to improve or modify the process. Also look for opportunities to integrate transportation, picking and transfer of the transport process, the possible formulation of a transport route guidance.
To improve efficiency, manufacturers can make some improvements in other areas. For example, if you often submerged in the transport sector from the customer service department or purchasing department into a lot of e-mail and phone, they are constantly asked about transportation of goods or material status? If you look into the time spent on these things, may have wasted a week above the overall time in its surprise.
Such a waste of time and effort that need to take pre-emptive process, provide timely information to support internal customers. Simple method can be used to provide real-time transportation status information. Some of the transport provider of software tools will provide you transportation department, purchasing department and customer service e-mail, informing them of the status of the designated goods, or asked to provide all the cargo status. For overnight transportation, ground transportation and freight cars for less than one can often do this. You can even choose to have the software to remind you that may delay the shipments, and recommends remedial measures taken.
When you use these technological services, you can save a lot of cost. Transport operators to provide these technical services are usually free of charge, more importantly, they can provide reliability. From the customer service department of the desktop, they can track the important cargo in advance, and told customers transport state. By purchasing and production departments to ensure components to meet the production plan on time, you can make internal processes reliable.
Partnership
Cooperation with the transport providers by reducing waste. Goal is to establish a stable between transport providers, continuous and cost-effective goods and information flow. This means that timely inform them of the planned changes in customer demand, new suppliers, or volume changes and so on.
Coordination of the process used to replace a decentralized information sharing, to simplify and improve the accuracy of the transport decision-making. Cooperation between transport providers, a more relationship will result in more efficient, less waste, process.
And transportation service providers in the cooperation, manufacturers need to consider the relationship between the factors include: transport providers to share the capacity and load forecasts; to transport operators before loading Shixianzhidao changes in the number of goods; Jianshao loaded and delivery O'clock driver turnover time; increase the flexibility of loading and delivery time. Similarly, the transport provider you are able to transport the goods you need is to quickly find the trailer and provide reliable service during the peak season.
With your transportation partners, should focus on waste, not on costs, which can reduce the smell of gunpowder dialogue between suppliers. If the goal is to reduce waste, most people are willing to discuss their processes with each other, but also transportation partners working to eliminate waste some of the processes induced.
When the material flow problem occurs, the principles of good lean practitioners will assess the problem, find the problems and adjust procedures to prevent its recurrence. These interruptions could delay delivery of goods damaged in transit or receiving incorrect quantity. These phenomena show that process is flawed, this will lead to poor the rest of your production process.
Sometimes, it seems that the shipment is delayed due to the transport provider may actually be your supplier inadvertently caused the problem. Through investigation and root cause, you may find errors or incorrect packaging label is printed bar code because of the location of suppliers not. To your suppliers and employees proper training to avoid such problems.
Cause damage because the goods may be packaged not strong, the staff has not been properly trained or were not fully addressed. For these problems, find the cause and take the appropriate measures is critical. Using investigative methods used to analyze the causes, you often find the root cause problems are often not those initial superficial reasons.
In-depth analysis, manufacturers find themselves unwittingly in the system increased the number of invalid processes. Identify and reduce waste by manufacturers can not affect the case of services to reduce waste.