在当今多变和竞争日益激烈的经济环境下,企业欲持续发展,必须要在做好成本控制的同时，保持并不断提升服务质量。

物流成本是企业成本结构中的重要组成部分。通 过对物流数据分析,明晰成本构成,运用项目及在日常操作中管控物流成本，已成为各企业运营的重点之一。

与此同时,物流服务外包也已成大势,选择、管理并培养优秀可靠的物流供应商,建立并发展长期战略伙伴关系，也是确保企业供应链物流稳定运营、提升服务质量的关键所在。

一、在满足服务水平的基础上持续提升：

物流成本控制：

制定供应链战略、建立物流规划

物流战略制定需考虑的因素

SWOT分析

物流战略展开及落地的层面

物流规划包含的内容

物流战略与日常操作的关系

分析物流流量，成本结构，历史数据及预测

影响物流成本预算的主要因素

物流流量数据库

物流成本数据库

设立预算/预测模型

全年物流成本预算–范例

二、设定成本控制目标，进行差异分析及措施改进

定期成本监控

专人实时跟进

制定、执行项目及流程优化以提升成本管控–实操案例分析

贸易条款选择

多点提货操作

出货港口优选

活用运输模式

直接合同签署

招标流程详解

集装箱利用率

DC Bypass

施行流程标准化和审计

流程标准化

选择标准化

费用标准化

三、完善应急预案

风险的界定和细分

风险的评级

风险的基本应对

具体的风险应对方案

常规风险应对措施

Preventive Plan / Contingency Plan 案例

Expedition process

寻求系统功能支持

Software vs SaaS

Order Management

TMS

WMS

Materials Handling

培训从业人员操作规范及物流专业知识

团队建设

团队发展

物流专业知识介绍

四、深层次介入和战略合作：

物流供应商管理：

建立物流供应商管理标准，及筛选相应的物流提供商

与供应商的关系分类

不同关系中的互动方式

不同关系中采购模式的区别

不同关系中供应商选择的区别

战略联盟的建立

确定供应商服务水平和主要考核指标

供应商服务管理

合同明确服务标准

Provider Scorecard详解与实例分享

供应商服务质量监控

细化服务内容，操作规范和计费标准，并定期审核

SOP

Process Flow Chart

五、实行服务表现定期沟通和改进

Level of communication

沟通注意要点

**不同功能的会议加强沟通

共享服务需求及物流市场信息

掌握物流供应商的公司状况，人员动态和成本结构

供应商公司动态

人员动态

文化差异

成本结构

引入备选供应商

常规引入

异常引入

提供供应商培训注意要点

物流供应商的其他功能

货物安全保障

企业社会责任与合规

Continuous Improvement and Change Management

Logistics cost control

Establish supply chain strategy and design logistics network

Logistics strategy impact factors

SWOT analysis

Implement logistics strategy

The content of  logistics design

The relationship between logistics strategy and daily execution

evaluate logistics cost, analyze historical data and execute the forecast

The main impact factors of logistics budget

Logistics volume database

Logistics cost database

Set-up logistics budget / forecast model

Annual logistics cost budget example

Set-up cost saving / control goal, implement deviation analysis and improvement plan

Regular cost measurement

Real time follow-up

Logistics cost saving / control initiatives and projects (real cases)

Into-term selection

Multi-stop pick-up operation

Port of export optimization

Transportation mode optimization

Direct contract concept

Procurement process and skill

Equipment utilization and optimization

DC bypass

Execute standard process and audit

Process standardization

Selection standardization

Expense standardization

Set-up contingency system

Define and identify risk

Classify risk

Risk handling concept

Preventive plan / Contingency plan example

Expedition process

System support

Software vs SaaS

Order management system

Transportation management system (TMS)

Warehouse manager system (WMS)

Materials handling

Build up the expertise

Set-up the team

Develop the team

Industry knowledge introduction

Manage logistics providers

Establish the standard of provider management, select good providers

Provider relationship classification

Interaction with logistics partners

Sourcing practice difference

Provivers selection

Set-up strategic alliance

Establish KPI and measurements

Provider management

Contract

Provider scorecard example

Monitor providers’ performance

Standardize the operation process and charge items

Standard operation process (SOP)

Process flow chart

Feedback, communication and regular meetings

Level of communication

Key points of efficient communication

Different types of meetings

Market intelligence sharing

Back-up providers concept

Regular set-up

Exception cases

New providers on-board and training

Other functions from logistics providers

Cargo security

Social compliance

Continuous improvement and change management