论文：公路保价运输管理
论文：公路保价运输管理
Thesis:insuranceonaroadtransportmanagement
公路运输是中国运输业非常薄弱的环节，公路物流的到货准时率仅有50%，发达国家则能达到90%左右。每台车承载的货运量非常低，201*年，全国营业性货运车辆完成货运量209.7亿吨、货物周转量36383.5亿吨公里，平均运距为173公里。行业的兼并重组可提高公司运营效率，更能推动节能减排、降低全社会物流成本，将是大势所趋。Highwaytransportationisaveryweaklink,Chinatransportationhighwaylogisticsdeliveryontimerateisonly50%,developedcountriescanreachabout90%.Eachvehiclecarryingfreightvolumeisverylow,in201*,thenationalcommercialfreightvehiclescomplete20.97billiontonsoffreight,freightturnover3.63835trillionton-km,averagelengthofhaulof173km.Industrymergerandreorganizationcanimprovetheoperationalefficiencyofthecompany,topromoteenergyconservationandemissionsreduction,toreducethelogisticscostinthewholesociety,willbethetrendofTheTimes.
国内排名第一的零担物流企业天地华宇是TNT全资子公司，刚获得母公司的15亿元增资。同为零担物流业三强之一的德邦物流，今年将对国内六大核心区的物流营运中心的规模与选址进行战略重置，该计划总投资达5亿元。许多地方政府都相继出台鼓励物流行业兼并重组的政策，例如深圳市就为了引导物流行业整合优化，加快兼并重组，
对完成兼并重组物流企业、兼并资产在200万元以上并绝对控股的现代物流企业，给予一次性奖励20万元。
Domestictopless-than-onecarloadheavenandearthhoaulogisticsenterprisesisawhollyownedsubsidiaryofTNT,just1.5billionyuanendowmentoftheparentcompany.Withgravelsofless-than-onecarloadlogisticsindustryisoneofthethreelogistics,thisyearwillbetothesixcoredomesticlogisticsoperationcenterstrategicreset,thesizeandlocationoftheprojectwithatotalinvestmentof500millionyuan.Manylocalgovernmentshaveissuedtoencouragemergersandreorganizationofthelogisticsindustrypolicy,suchasshenzhenistoguidetheoptimizationoflogisticsindustryconsolidation,tospeedupthemergerandreorganization,tocompletethemergerandreorganizationofthelogisticsenterprisesandacquisitionofassetsin2millionyuanofaboveandanabsoluteholdingmodernlogisticsenterprises,reward201*00yuan.
积极宣传保价运输的意义，开展货物保价运输;
Thesignificanceofpositivepublicityvaluationtransport,tocarryoutthevaluationofgoodstransport;
2.制定、实施保价运输防范措施，检查监督保价运输各项工作，保障货物的运输安全;
2.Theformulationandimplementationofmeasurestopreventvaluationtransportation,checkingandsupervisionvaluationtransporteachwork,to
ensurethesafetyoftransportofthegoods;
3.负责保价运输日常管理的货运事故调查、处理、赔偿工作解决存在问题;
3.Thedailymanagementofthefreightforvaluationtransportationaccidentinvestigation,treatmentandcompensationfortheworktosolveproblems;
4.全面负责保价费的收入、支出、财务、计划等管理工作;
4.Overallresponsibilityforthevaluationfeeincomeandexpenditure,financial,planningandothermanagementwork;5.表彰先进，总结、推广保价运输经验;
5.Recognitionisadvanced,thesummary,thepromotionofvaluationtransportationexperience;
6.协调与铁路内部有关部门及与保险部门的工作关系。
6.Coordinatewiththerailwayinternaldepartmentsandworkingrelationshipwiththeinsurancedepartment.
为加强对保价运输工作的日常监督检查，应建立保价运输监察制度。铁道部、铁路局、铁路分局保价机构的监察人员应按国家政策、法令和保价运输的有关规定，对所属单位的保价运输工作实施监督检查。其职责和权限如下：
Tostrengthenthedailysupervisionandinspectionofvaluationtransportwork,shallestablishvaluationtransportationsupervisionsystem.Theministryofrailways,railwayadministration,railwaysub-administration
valuationinstitutionsupervisorypersonnelshouldbeaccordingtotherelevantprovisionsofthestatepolicies,laws,andvaluationtransportation,responsibleforthesupervisionandinspectiontothevaluationoftheunitstheybelongtothetransportwork.Theresponsibilitiesandauthoritiesareasfollows:
1.有权检查货物保价运输的办理及赔偿情况，被检查单位应如实提供所需的有关资料的单据;
1.Havetherighttocheckthevaluationofgoodstransportisdealtwithandcompensation,theunitsunderinspectionshalltruthfullyprovidetherequiredinformationinthedocuments;
2.有权检查保价费用的核收、使用情况，发现错收、漏收或超出使用范围时，予以纠正，对严重违反规章规定或财经纪律的单位和人员，提出处理意见;
2.HavetherighttocheckthecostofinsuranceHeShou,usage,foundthewrongwhenyoureceive,LouShouorbeyondthescopeofuse,corrected,onaseriousviolationofrulesandregulationsorunitsandpersonnel,financeandeconomicsdisciplinehandlingopinions;
3.监督检查保价运输各项防范措施的实施情况，并向有关部门提出改进意见和建议;
3.Tosuperviseandinspectthevaluationtotransportalltheimplementationofpreventivemeasures,andputforwardimprovementopinionsandSuggestionstotherelevantauthorities;
4.负责人民来信、来访及举报保价运输中存在问题的调查处理工作;4.Responsibleforthetransportofpeople"sletter,visitreportandvaluationproblemsexistedintheinvestigationandhandlingofwork;5.监察人员执行检查工作时，应向被检查者出示监察证，对发现的问题应做出“保价运输监察记录”，由被检查单位领导签认，并限期改正;
5.Supervisorypersonnelinperforminginspections,itshallshowtheinspectioncertificatetobeinspectors,tofoundtheproblemshouldbe"valuationtransportationsupervisoryrecord",ledbytheunitsunderinspectiontosigntorecognize,andcorrectionswithinatimelimit;6.监察人员处理事故、实施检查时，凭监察证在所属范围内，可优先乘坐旅客列车，添乘货物列车，住铁路公寓，使用铁路电话，拍发铁路电报;
6.Supervisorypersonneldealingwithaccidents,theimplementationofinspection,onthestrengthofinspectioncertificatewithinthescopeof,giveprioritytorideonapassengertrain,addafreighttrain,railway,apartmentphoneuserailway,dispatchedrailwaytelegraph;
7.监察人员应奉公守法、清正廉洁、不营私舞弊，对滥用职权、谋取私利者，按《中华人民共和国铁路法》和有关法律、法规的规定处理。7.Supervisorypersonnelshouldbelaw-abiding,honest,notfraud,andtheabuseofpower,seekpersonalgain,accordingtotherailwayofthePeople"sRepublicofChina"andrelevantlawsandregulationstodeal
with.
扩展阅读：运输管理论文
题目SupplyChainManagement
系别外包管理学院专业PSB班级PSB0901小组成员黄文君100092299朱玲100092295
邸雅琼10092292徐艳丽100092280张朋100092309周10009214
201*年12月
Tableofcontents
1.Abstract.............................................................................12.IntroductionofColgate...................................................23.Colgate"ssupplychainmanagementstrategy.................2
3.1VMIProject.........................................................................33.2Realizeglobalizationresourceutilization.........................33.3Demandplanning.................................................................4
4.InfluenceofSupplychainmanagementsystem...............55.Summary............................................................................66.Memberscontribution.......................................................77.Reference..............................................................................7
1.Abstract
Supplychainisthesupplier,manufacturers,distributorsandretailers,untileventuallyjoinedtheuserofawholefunctionnetschainmode.Supplychainmanagementisakindofintegratedmanagementideasandmethods,itcarriesoutintheSupplychainfromsuppliertotheenduserofthelogisticsplanningandcontrolfunctions.Fromasingleenterpriseperspective,itistoshowtheenterprisethroughthesupplychainrelationships,improvedownstream,integratingandoptimizingtheflowofinformationinasupplychain,logistics,cashflow,togainthecompetitiveadvantageofenterprises.ThisarticletellsthestoryofthreemainColgateofsupplychainstrategyandthesupplychainsystemonitsinfluence.From1995,ColgateadoptedenterprisemanagementcoresolutionsprovidedbySAP,throughthefinancialmanagement,logisticsplanningandotherbusinessactivities,unityandsupporttheglobalcompanyoperation.AdoptedSAPsystembutalsopromotetheColgateallproductname,theinternalformula,rawmaterials,productiondataandprocess,standardizationoffinancialinformation.
2.Colgate-Palmolive"sintroduction
Foundedin1806,headquartersarelocatedinNewYork,atfirstmainlytheproductionoftoothpaste.ColgateAfternearly200yearsofupsanddowns,itproducespersonalcareproductshavebeensoldtomorethan200countriesandregions,intheoralcare,personalcare,homecareandpetfood,etc.forthepublictoprovidehigh-qualityconsumergoods,asalesamountedto$9.4billionglobalconsumerproductscompany.
Toothpastemarketpossessionratio
Colgate(30%)Crest(22%)(Liangmianzhen)0.15Tianqi(13%)Zhonghua(11%)Heimei(9%)
Colgate-Palmoliveasawell-knownmultinationalcompanies,hasalwaysbeentoadopttherightstrategyfortheindustrypraise.Fortheintegratedmanagementofitssupplychain,thecompanyestablishedinNovember1999Colgateglobalsupplychainmanagementsystem.ColgatehopestocapitalizeonitscoreSAPR/3ofinvestmentsolutionstofurtherimprovetheglobalsupplychainmanagement,retailersandcustomerstoimproveservice,reduceinventoryandincreaseprofitability.
Colgate"sbusinesscoversaverywiderange,ofwhich70%ofsalesfrominternationalmarkets,80%ofemployeeslocatedoverseas.Colgate-PalmoliveintheSAPbusinessmanagementsolutionsbasedonColgatemySAPSupplyChainManagement(mySAPSCM).3.Colgate"ssupplychainmanagementstrategy
Toreducecosts,Colgateestablishedaglobalsupplychainsystem.Inthissystem,.Colgatedeterminedthethreemainsupplychainstrategies.FirstisofferingVMIproject,slashchannelinventoryandcycletime.Second,Colgatestillwanttoimplementacrossboundaryresourceplanning,他heregionalmodelforglobaldevelopmentmode.Thismodeltransformationcanenhancetheenterprisethepredictionability,reducethenonprofitshares,condensedassets,thecompany"sglobalbusinessbalance.Finally,Colgatewillimplementaandthedownstreamenterprisescooperativeplanningprocess,usedtomanagementofsupplychaintothemarketdemandandcoordinateactivities.
3.1VMIproject
InColgateinternal,VMIisapushprocess,thecompanywillprovidedailyaccordingtoVMIconsumerdemandandinventoryinformationofeachconsumercenteradded.CurrentlythefocusofVMIinNorthAmerica,there,VMImanagementfromfiveto40%ofthecontainerfactory,include40distributioncenters,12consumerarea,alltheproductsincludingColgate(about1000SKUs).BecausemySAPSCMcanmakemoreaccurateColgateagreedwithsupplyanddemand,eventuallyreducetheinventory,improvetheproductioninordertocompletetheorderandhastheyieldrate,shortenthecycletimeofthesupplement.
VMIbusinessissupportedbymySAPSCMsupplynetworkplanningabilitysupport.EverydayfromtheconsumptionofinventoryanddistributioncenterdemandinformationtransfertomySAPSCM,shouldbeaddedtothefinancialstatistics.MySAPSCMcantoenterpriseproductioncapacitycomprehensiveinformationtomakesureproductionneedsandsupply.Then,addedtheorderthroughtheEDIreturnedtotheconsumerconfirm,thendealwithcustomerrequirements.VMIschedulinginorderandin98%hascompleteorderform,andwillcomplementtheordercycletimenarrowedtoaday.AsinNorthAmericaandinotherareas,theimplementationofVMI,gettheincomeofColgatewillalsoincreaseexponentially.
3.2Realizeglobalizationresourceutilization
Colgate"sborder-crossingresourceutilizationsystem(CBS)combinedemandandtheglobalresourcesinformationtogether,Makethepreviousmonthlyforecastdevelopmentbecomeweeklyordersadded.TheinvestmentofColgatesmoothly,Includingshippingrateshaverisen,FCLrategoesup,Addthecirculationoftheordernumberdown,Stockdropped8%etc.Inthenewbusinessmodel,SuppliersdirectlyresponsiblefortheresourcesdistributioncenterforColgateadded(Beforethis,Colgate"smonthlysalesbranchunevendevelopment,Thefactorytooverseasbythereplenishmentrequirementsoftenisnotaccurate).Newsupplysystemisbythecustomerweekorderflowtodrive.ThroughtheColgateinallovertheworlddistributioncentredirectlyontosuppliers.SupplyrequirementisaccordingtothedemandofColgatesalesagencytoprovideinformation(Suchaspromotionactivityexcitingdemandgrowth,etc)calculate.
CBScommercialcontrolprogramisalsosupportedbymySAPSCMsupport,Accordingtothedailyneedstosignalandinventoryreplenishmentordertocalculate,Makemorewithsupplyanddemand,Toadapttotherequirementsofthemorespecialorders,Atthesametimereducenotaccuratelypredicttheimpact,Andfinallyreduceinventory,Reducethecycletimes,thesupplementaryorder,Bigincreasesintheenterpriseinternalsupplementsandusersoftheorderinordertocompletetheorderandalreadyintheyieldrate,etc.Inaddition,throughtheuseofpowerfulreplenishmentsystem,Colgatehasalsoraisedtherateandtherealizationoftheordercapitaluseefficiency.Theflexibleandeffectiveproductaddedsystemtospeeduptheprocessoflogisticsdistributioncenter,andthecostofshippingenterprisebyasoundglobalplanninganddidnotincrease.
3.3Demandplanning
Colgate(USA)usingthemySAP.comdemandplanningfunctionofthesystemandmySAPSCMcollaborativeengineisabletoconveythecompany"ssuppliersanddemandinformationnetworktocoordinatethesupplychainplan.MySAPSCMtocalculatebasicneeds,promoteavarietyofrepeatablerecruitmentprocess,bringingacorrespondingincreaseinthemarkettopromotethegrowthofthebusiness.Formarketingtheadditionaldemandmanagementindependentofmanagementbeyondbasicneeds,isforproduction,productfinishinganddistributionofanimportantbasis.Thislatestplantogetherenginebytheexchangeofinformation,accidentmanagement,functionaltestingofthepredictiveaccuracyoftracking,etc.,tobringthemarkettopromotegrowthindemandforco-managementsupport.
4.InfluenceofSupplychainmanagementsystem
Colgatesupplychainstrategyofthreemaincomponent,bymySAP.Comreal-timeintegrationmodelsupport,stock,orderandothermarketindexcanrealtimeinthecustomer,theenterpriseinternalERPsystemandbetweenmySAPSCMupdate,ensurerapidaccesstoinfluencetheindexoftheplan.Thisisparticularlyimportanttothepromotionoftheplan.ColgatehopeinVMI,CBSandcollaborativeengineiswidelyappliedtoallofthebrandandthemarketlater,thebenefitoftheSCMcanmoreincreaseexponentially.Supplychaininformationvisibilityimprovingmeansthatcangetaccurate,timely,thesamedatainformationtosupportvariousplanningdecision-making.ColgatewillalsousemySAPbusinessintelligencesystem(mySAPBI),withmorequicklyaccessmoreconsistentandfinedatainformation,supportforthewholeenterprisegroupdecisionmaking.
TheapplicationofSCMsystemscaleandgrowthforecast
353025201*1050Scale(100millionyuan)201*201*201*201*201*201*
Bytheuseofthesupplychainmanagementsystem,Colgateraisedthemarketcompetitivepower,inthepricewar,Globalbusinessdevelopmentandmarketingaremoreadvantage.ThesecommercialadvantagesthatcanreducecostmoreColgatebusiness.Atthesametime,thecompanythroughthecollaborativestrengthenthecontactwithglobalcustomers,alsoreducecostsfurther.Inaddition,Colgatethroughelectronicbusinessaffairsstillfurtherstrengthentheenterpriseinternalintegration,thecloselywithourpartnersandcustomersoftherelationship.
MySAPSCMusetheInternetwillsupplychaintechnologyexpandedtotheenterprisebesides,makesimilarColgatesuchenterpriseanditspartners,consumerscanbequicklyandreal-timemasterorders,forecast,theproductionplan,andastock,therateofthecompletionofordersforimportantindex,totallymasteringallkeybusinessdataMySAPSCMhelpenterprisestoimproveservicequality,reducetheinvestmentininventory,andfurtherincreasetheenterprisemarketcompetitiveness.MySAPSCMmakeColgatecangraspthecompanygloballogisticsdata,enablethecompanytothroughtheseniormathematicalprogrammingfunctionoptimizationbusinessoperation,andforinternalandtheclientofthecompany,forcooperationpartnersprovidesaplatform.MySAPSCMandcompaniesintheoperationoftheglobalsupplychainmanagementisreallytoperfect.
5.Summary
ThroughtheSupplychainmanagementcasesofColgate,foritsuseofthesupplychainsoftwareMySAPSCM,SupplychainmanagementsoftwareisconsideredthepanaceatoeffectiveandefficientSCM.ThroughthemySAPsupplychainmanagementsystem,Colgaterealizealotofgoals,suchasimprovingvisualsupplychain,planningcycleofspeed,throughtheglobalresourcesutilization,lowercost,improvecustomerserviceandotherrealizemoreeffectiveuseofcapital.
Withtoday"ssuccess,Colgatecontinuestostrengthenandimproveitscompetitivepositionmoreofthesupplychainsystemresearchandapplication.InadditiontousedworldwideVMI,CBSandcollaborativeengineoutside,ColgateareworkingwithSAPtogetherinthemySAPSCMdevelopmentinrepeatedmanufacturingfunctionsandallkindsofprogresssubdivisionfunction.Thiswillachieveacardwithonlymaterialorder(BOM)cancompletethewholeprocessofproductionreciprocatingoperation,thematerialneedsmoreflexible,moreadaptedtoshort-termdemandchangeproduction,andishelpfultoeliminatetopromoteprimarilyinColgateenvironmentproductionandfinishingcompletelyseparatestate.Atthesametime,ColgatealsosupportarightandmySAPSCMrelatedcalculationofthelawsofsupplyanddemandfluctuation,inordertooptimizetheindemandandfunctionoftheenterpriseinthedramaticlimitationsofrepeatabilityofproduction.
Memberscontribution
ZhulingDoPPTandtranslatethefifthpartHuangwenjunCollect,organizeandmodifyarticleXuyanliTypesettingandtranslatethefirstpartDiyaqiongTranslatethesecondpartZhangpengTranslatethethirdpartZhoujingyangTranslatethefourthpart
Reference
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