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“We are ranked second in the domestic automotive logistics service providers, second only to Shanghai International Automotive Logistics (Pier) Co., Ltd.†Shi Chaochun, executive vice president of Chongqing Chang'an Minsheng Logistics (Group) Co., Ltd., accepted the report a few days ago. In the interview, it was full of hope. Chang’an is China’s fourth-largest car manufacturer and has a huge demand for logistics. For a long time in the past, like most domestic enterprises, the logistics of Chang'an Group has been decentralized: the supply of materials, the delivery of whole vehicles, and the supply of spare parts for maintenance have been separately managed by several departments, and the logistics costs are difficult to control. In 2001, after the joint venture between Chang'an Group and the international auto giant Ford, more urgently needed modern logistics services. As there is no ready-made qualified logistics service provider, Chang'an Group decided to start from the stove. In August of the same year, Changan Group and Minsheng Industrial Company and American Meiji Logistics Co., Ltd. jointly formed Chongqing Changan Min Biological Logistics (Group) Co., Ltd. What does Chang’an Minsheng’s biological flow bring to Chang’an Group? Shi Chaochun thinks there are at least four points: First, it has improved the speed of logistics turnover, reduced the capital occupation and financial costs. Thanks to the entire process and door-to-door efficient logistics services, the supply of all supporting manufacturers has realized a punctual time system, and the Group’s spare parts reserves have dropped significantly and have tended to zero. According to statistics, over the past two years or so, Changan’s annual production of automobiles has doubled, but the use of spare parts and inventory has dropped from RMB 250 million per month to more than RMB 15 million. The average number of working days for liquidity has been reduced from 152 days to 55. In the past, the financial costs of enterprises have been greatly reduced; the second is to reduce the group's institutional setup and reduce management costs; and thirdly, to divorce the auxiliary businesses, so that the Group can concentrate on R&D and production of automobiles and improve its core competitiveness; and fourth, this It is also Chang'anmin's biological flow as an independent accounting firm's starting point, which is to win relatively generous returns. It is estimated that its annual average rate of return is above 15%. In developed countries, logistics is called "third profit source" and what is "third profit source"? Economists divide this way: Corporate sales departments increase profit from sales as the first source of profit, and the profit generated by the production department to reduce costs is the second source of profit, while the profits derived from lowering costs by the logistics department are called " Third profit source. Needless to say, in today's society, where the general supply of goods exceeds demand and corporate profits are squeezed, whoever can benefit from this source of profits will be able to significantly increase its competitiveness. It is not just the Tenghui Group, a famous Chongqing cement company of Changan Group, that has taken this vision and put it into action. In recent years, it has achieved large-scale acquisitions and acquisitions, and its production capacity has expanded rapidly, making it one of the top five cement manufacturing companies in China. Tenghui’s huge logistics needs have been met by some transport companies in the past and the results have been unsatisfactory. In order to control the logistics costs, Tenghui made the same decision as the Changan Group: the establishment of logistics companies, product distribution in a unified information platform. Loncin Group, which has been fighting for many years in the motorcycle field, has recently extended its reach into the logistics field. Loncin logistics company sources said that Loncin logistics will mainly serve motorcycle manufacturers, relying on its largest steel market in Chongqing - Longxin steel market, to provide motorcycle steel distribution. There are thousands of motorcycles and supporting enterprises in Chongqing, and Loncin's intention to “digging gold†in logistics is fully revealed. However, despite the fact that many large companies are involved in logistics, to a certain extent, these “self-help†behaviors are far from the requirements of socialization and professional division of labor. Excavating the "third profit source" is not "flood, water, and non-flowing fields." In the true sense of the modern logistics carrier --- "Third-party logistics", in our city has not yet started. The so-called third-party logistics, also known as contract logistics, contract logistics, logistics alliance or logistics externalization, means that manufacturers, sellers, or consumers deliver logistics operations to third parties. Companies engaged in third-party logistics can not only rely on their capital, technology, and management advantages to advance their own specialization and large-scale operation of the logistics industry, increase industrial concentration and the level of industrial technology modernization, but also provide efficient logistics services for shippers. Reduce logistics costs, make it more focused on the cultivation of the company's core competitiveness. The focus of self-operated logistics is on the company itself, and the third-party logistics will benefit the society. FAW-Volkswagen pioneered the supply of third-party logistics spare parts in China and established a nationwide spare parts supply network consisting of seven third-party logistics spare parts centers. It has continuously supplied original spare parts to hundreds of service stations and made it competitive. improve. This exploration is worth learning from. Therefore, to improve the level of logistics services in Chongqing and further improve the hard environment for investment, we must vigorously develop third-party logistics. Source: Chongqing Daily