Content Analysis Of Resource Integration In Logistics Enterprises

　 Resource integration of logistics enterprises is an important way to realize the scale and intensification of logistics enterprises. It can effectively improve the utilization ratio of enterprises resources and serve the society, including the integration of customer resources, information resources, logistics processes, capacity resources and organizational resources of logistics enterprises.

　　 Logistics enterprises The integration of resources has positive significance for promoting the development of modern logistics and promoting the all-round development of economy and society.

First, customer resources integration of logistics enterprises.

The customers of logistics enterprises generally include upstream suppliers and downstream demand parties, while narrow customers refer to the downstream demand side. The essence of modern logistics is customer service, which is the customer service formed on the basis of new management technology and modern service concept. Therefore, customer resource integration is to centralizes customer resources in a system in the modern logistics activities, and to make unified design and application, provide differentiated products and services according to customer value, improve customer satisfaction, transform satisfied customers into loyal customers, and establish long-term cooperative strategic partnership, so as to achieve the goal of minimizing customer service cost, maximizing customer service efficiency and maximizing efficiency.

Because the customer assets of logistics enterprises are unaccumulative and unstorable, once the services of logistics enterprises no longer meet the needs of customers, customers will vote with feet, causing the former customer investment to go to the East. Therefore, logistics enterprises must integrate customer resources continuously based on system optimization and supply chain management and adopt various methods of customer resource integration to form a large-scale, integrated and personalized customer service.

1. retain old customers and develop new customers. At the operational level, logistics enterprises' customer resources integration is to win customers and expand market share. The cost of developing new customers is often 5 times that of retaining old customers, so the focus of customer resource integration should be on the old customers, and the demonstration effect of old customers will promote the development of new customers. The most fundamental way to retain old customers is to integrate customer service concept into daily logistics management activities. Specifically speaking, first, we should constantly carry out management review of logistics service business, identify gaps and continuous improvement; two, personalize, that is, keep track of the development of major customers and specific markets at any time. If we can implement the full range of logistics services, it will be the best way to retain old customers and develop new customers, and it is also a concept of service innovation which will expand the space.

2. differentiated services, providing different levels of services to customers at different levels. Generally speaking, customers can be divided into three categories according to their contribution to the profits of enterprises: Class A is the largest contribution to enterprises, accounting for 5% of customers; B is a customer who contributes 15% more to the enterprise, while the C class is the remaining 80% customers. ABC Providing VIP services to a class customers is to maintain close contact with them, such as forming strategic alliances, dynamic alliances, etc., to take proactive services, even to make some advance service ideas and service reserves; provide membership services to B customers, and maintain close contacts with customers, as far as possible to meet the personalized needs of customers; provide standardized services to C customers, that is, provide customers with the most basic services in the industry.

3. master customer knowledge and build a comprehensive customer knowledge model. Customer service is the core of logistics enterprises' operation. Only by fully grasping customer knowledge can we implement customer oriented enterprise strategy and integrate customer resources in order to give full play to the core competitiveness of enterprises. Therefore, a comprehensive customer knowledge model of logistics enterprises must be established. The model is composed of sub models such as customer definition, customer communication channel, customer demand, customer transaction behavior, customer life cycle, customer relationship level and customer comprehensive value. It reflects not only the collection of simple customer related information (attributes), but also the collection of extensive knowledge generated after processing these basic information. The integrated customer knowledge model provides detailed information for a comprehensive understanding of the comprehensive value of customers and the development trend of customer relationship, thus providing a guarantee for implementing effective decision-making of customer resources integration. {page_break}
 

Two. Integration of logistics enterprises' capabilities and resources

Logistics service capability refers to a relative assessment of logistics enterprises providing customers with competitive advantages at the lowest possible total cost. It is realized through a series of functional activities, and combined with the work related to these functional areas, the ability to realize logistics needs is generated. Logistics service capabilities include: 1. Physical resources needed for logistics services, such as necessary transport equipment, warehousing equipment, information network, etc.; 2. Intangible technical resources such as network design, organization and management, freight organization, inventory control capabilities, etc., which are needed for logistics services; 3. Knowledge resources needed by logistics services, such as having rich knowledge of logistics management, and thorough knowledge of logistics operation of specific products, etc., effective logistics management team. The integration of capabilities and resources is based on mutual trust and win-win mechanism. Logistics enterprises The invisible resources and tangible resources are systematically integrated to form an organic whole of resources so as to achieve the multiplier effect of the system function. There are mainly three ways to integrate capabilities and resources: 1. Purchase or equity participation among logistics enterprises; 2. Establish a broad strategic alliance; 3. Logistics service innovation. Logistics services are mainly divided into traditional services and value-added services.

Logistics service innovation means that logistics enterprises must constantly introduce new logistics service products to meet the needs of customers, that is, on the basis of basic services, they extend many related value-added services. Specifically, we can start from the following aspects: first, increase the convenience of services, such as e-commerce logistics; two, speed up the speed of service, such as increasing the speed of vehicle transportation; three, reduce the cost of services to help customers explore third profit sources and reduce logistics costs; four, extend services, such as the scope of services of logistics enterprises can be extended to market research and forecasting, procurement and order processing, and can be extended to distribution, consultation and so on.

Logistics service capability resources include physical and physical resources such as necessary storage facilities and transport equipment, including intangible technical resources such as freight organization and logistics service. Stock Control ability, etc., also includes knowledge resources of logistics service, such as having rich knowledge of logistics management and thorough knowledge of logistics operation of specific products. It also includes an effective logistics management team.

Three, information resources integration of logistics enterprises

The integration of information resources in modern logistics is a complex process spanning multiple organizations, multiple enterprise cultures and transformation of the original information system process. Its integration is actually a system integration process that links logistics providers with customers and suppliers through process transformation. The goal of integration is to focus on the strategic objectives of the system and start from the overall interests and rationalize the process of business development in the system with the help of the value chain idea. With the help of IT technology, the information can flow quickly, safely and smoothly in the system, and promote the rapid movement of logistics and capital flow in the system, and use the existing data to establish a reasonable data model, so as to provide a scientific and reasonable basis for the decision-making of the system. As we all know, the visibility of the whole process of logistics operation from information sharing is visible, and the controllability of the whole process of logistics service is controllable by the adaptability of the logistics system, and the consistency of the output of the logistics system and the availability of the products, and even the satisfaction of customers, this is the basic logic of information resources integration.

Thus, the key to the integration of information resources lies in the establishment of information sharing mechanism across enterprise boundaries. Because modern logistics system has the characteristics of integration integrity, diversity of members, geographical decentralization and non permanent organization. Therefore, information sharing mechanism has become the cornerstone of building trust, interdependence, long-term cooperation and common development between modern logistics enterprises and customers and suppliers. As Williamson thinks, information sharing can effectively alleviate limited rationality and restrict opportunism. Therefore, if there is no sufficient information sharing among a multi interest group, it is easy to opportunism and difficult to cooperate successfully. Only when the information sharing contract system is established and there is more information among members, will the decision be taken care of by all sides, so the decision-making will be more rational and more conducive to the realization of cooperation.

The integration of information resources is inseparable from the support of IT system. The technical support of IT system includes network technology, communication technology and software and hardware technology support. Because of the support of technological support, the synergy of modern logistics can realize the one to one, one to many, one to many, many to many, and many other forms of synergy between enterprises, functional groups, personnel and customers, so as to integrate their superior resources and provide better and faster logistics services for customers.

Four, logistics enterprise logistics process integration {page_break}
 

Logistics process integration refers to the combination of innovation, automation, clearance and simplification of processes to ensure smooth and coherent logistics flow and better satisfy customer needs. Logistics system from production, distribution, sales to the operation process of customers is not an isolated behavior, it is a chain of constraints, complementary and complementary, and logistics operations and live "e-commerce" has the characteristics of cross functional and cross enterprise. Therefore, it is necessary to coordinate in order to maximize its economic and social benefits, so the integration of logistics process is a necessary condition to ensure the success of logistics management. Logistics process integration mainly includes the following aspects:

1. Process integration, due to the extensive application of modern logistics technology, makes the work that many people can complete in the past can be completed by one person, thus greatly accelerating the speed of logistics and information flow within the organization and reducing the probability of error.

(2) organizational integration is based on the characteristics of the process of completing the task, using team form to complete a series of activities that a single member can not undertake. The narrowing of members' spatial distance means that many problems no longer appear and can be quickly resolved once problems arise.

3. Integration with suppliers is a closer relationship with suppliers. The key is trust and partnership. This requires starting from the whole supply chain, starting from the whole process of logistics, through information sharing, improving the cooperation and operation mode between enterprises and suppliers, eliminating unnecessary cumbersome bureaucratic procedures, so as to improve system efficiency.

To integrate with customers is to form a more closely interdependent relationship with customers. Through the sharing and exchange of logistics information, we should increase the transparency of the logistics process, establish a customer oriented logistics process, and provide conditions for real-time control of the logistics process, so as to achieve synchronous process, prompt delivery and quick response, and ultimately satisfy the customers.

Five. Organization resources integration of logistics enterprises

All logistics enterprises have administrative functions. Through effective integration of organizational resources, the efficiency of logistics enterprises can be improved. Organizational resource integration should focus on improving work efficiency, improving management mechanism, realizing rational division of labor, effective collaboration, unified management and efficient operation of logistics enterprises.

We should focus on improving the efficiency of organization and management, strengthening the authority of organization and management, reducing the cost of organization and management, and establishing an organization and management mechanism with vertical and horizontal coordination, smooth information and orderly operation. First, straighten out the relationship between departments from the institutional level. We must break the present situation of dividing the organization work, wasting resources or giving play to insufficient efficiency, constantly improving the authority and rationality of organizing departments to allocate all kinds of resources, giving full play to the advantages of personnel, information and technology in the Department, while promoting the development of enterprise work, effectively promoting the development of departmental work, enhancing the authority of the organization departments to regulate and control various kinds of resources and the enthusiasm of departments to participate in the work of enterprises.

The two is to promote horizontal collaboration among functional departments. The organization department should not only fulfill the responsibilities of taking the lead in grasping the overall and coordinating departmental relations, but also pay attention to promoting horizontal collaboration among departments. Through the establishment of departmental joint meetings and other mechanisms, the departments should coordinate and resolve sectoral conflicts and contradictions in the work, reduce human losses, and form a joint effort of departments.

The three is to smooth the organization of work information channels. We should give full play to the advantages of grass-roots organizations' work, start with innovative work carriers, guide employees to care for the interests of clients, timely reflect customer demands, and timely adjust the focus and direction of organizational work. Efforts should be made to increase investment in hardware and software, strengthen organization network construction, and build an information communication channel between internal and external interaction and up and down links, so as to enhance the efficiency of organization work.