某廠物流發(fā)展戰(zhàn)略探討(doc 89頁).doc

目 錄緒論.11、選題的目的和意義.12、本文的研究?jī)?nèi)容、思路和方法.1第一章 川維廠物流發(fā)展戰(zhàn)略定位.31、川維廠儲(chǔ)運(yùn)系統(tǒng)簡(jiǎn)介.32、川維廠儲(chǔ)運(yùn)系統(tǒng)目前存在的問題.63、川維廠物流發(fā)展的機(jī)遇與挑戰(zhàn).94、川維廠物流發(fā)展戰(zhàn)略定位.15第二章 物流信息化與物流流程重組.171、物流流程重組原理及分析.172、物流信息系統(tǒng)的完善.203、物流流程重組.253.1組織一體化改造.253.2物流運(yùn)作.28第三章 川維廠物流競(jìng)爭(zhēng)策略、服務(wù)理念.301、川維廠物流競(jìng)爭(zhēng)策略.301.1物流市場(chǎng)結(jié)構(gòu).301.2競(jìng)爭(zhēng)策略.321.3川維廠物流改革績(jī)效.402、川維廠物流服務(wù)理念.472.1以“客戶為中心”的物流精神.472.2以“降低客戶經(jīng)營成本”為根本的服務(wù)目標(biāo)482.3以“伙伴式、雙贏策略”為準(zhǔn)則的物流模式.482.4以“服務(wù)社會(huì)，服務(wù)國家”為價(jià)值取向的物流宗旨.48第四章 川維廠物流發(fā)展方向.491、第三方物流是川維廠物流發(fā)展的選擇.491.1發(fā)展第三方物流的條件.491.2川維廠儲(chǔ)運(yùn)公司的歷史和現(xiàn)狀表明它具有實(shí)施第三方物流的條件.50 1.3第三方物流業(yè)務(wù)的開展522、第四方物流川維廠物流發(fā)展方向522.1第四方物流的特點(diǎn).522.2開展第四方物流的條件.532.3第四方物流是川維廠物流發(fā)展方向543、川維廠物流網(wǎng)絡(luò)化經(jīng)營.553.1石化儲(chǔ)運(yùn)企業(yè)現(xiàn)狀分析.553.2石化儲(chǔ)運(yùn)企業(yè)網(wǎng)絡(luò)化經(jīng)營的基礎(chǔ).573.3物流信息網(wǎng)絡(luò)化.593.4物流組織網(wǎng)絡(luò)化.65第五章 結(jié)論.71致謝.73參考文獻(xiàn).74摘 要川維廠是中國石油化工集團(tuán)公司下屬的一家以天然氣為主要原料的大型石化企業(yè)，其主要產(chǎn)品有甲醇、聚乙烯醇、醋酸、VAE等。其產(chǎn)品、原料的儲(chǔ)轉(zhuǎn)運(yùn)主要由自己的物流儲(chǔ)運(yùn)系統(tǒng)完成，與物流運(yùn)作有關(guān)的二級(jí)單位主要有四個(gè)：運(yùn)輸公司、銷售公司、物裝公司、中轉(zhuǎn)站。運(yùn)輸公司的主要職能是負(fù)責(zé)全廠的公路、水路（汽車、槽船）貨物運(yùn)輸，銷售公司主要負(fù)責(zé)產(chǎn)品的儲(chǔ)存及產(chǎn)品發(fā)運(yùn)計(jì)劃的制定，中轉(zhuǎn)站主要負(fù)責(zé)產(chǎn)品、原料的鐵路儲(chǔ)轉(zhuǎn)運(yùn)，物裝公司負(fù)責(zé)原料的儲(chǔ)存、發(fā)放。由于歷史的原因，川維廠儲(chǔ)運(yùn)系統(tǒng)涉及到四家主要的二級(jí)單位，相互職能交叉，資源分散，形成多頭管理，信息不暢，影響了產(chǎn)品銷售和原材料的采購，加大了庫存成本，整個(gè)物流成本居高不下，直接制約了川維廠的經(jīng)營發(fā)展，影響了川維廠的整體利益。國家鼓勵(lì)發(fā)展物流產(chǎn)業(yè)，信息網(wǎng)絡(luò)技術(shù)的采用為物流的發(fā)展提供了技術(shù)保障，中國加入WTO及龐大的國內(nèi)物流市場(chǎng)為物流業(yè)的發(fā)展提供了機(jī)遇，目前國內(nèi)物流發(fā)展處于非常好的時(shí)機(jī)。重慶經(jīng)濟(jì)的高速發(fā)展和獨(dú)特的地理位置為川維廠的物流發(fā)展提供了機(jī)遇，川維廠儲(chǔ)運(yùn)企業(yè)地域布局和周邊環(huán)境優(yōu)勢(shì)為川維廠的物流發(fā)展提供了保障，川維廠物流發(fā)展的在位優(yōu)勢(shì)和穩(wěn)定不斷增長(zhǎng)的物流業(yè)務(wù)為川維廠物流的開展奠定了良好的基礎(chǔ)。當(dāng)然川維廠的物流發(fā)展也存在挑戰(zhàn)：我國物流企業(yè)面臨著整合和重組的挑戰(zhàn)；川維廠自辦物流方式受到極大的挑戰(zhàn)；川維廠總體布局沒有進(jìn)行物流的規(guī)劃設(shè)計(jì)，企業(yè)現(xiàn)有的物流分離，導(dǎo)致整體優(yōu)化成為不可能；物流信息網(wǎng)絡(luò)落后，企業(yè)物流與社會(huì)物流的物理銜接不合理；物流基礎(chǔ)設(shè)施不完善、技術(shù)裝備落后,同時(shí)川維廠物流組織結(jié)構(gòu)（體制）不適應(yīng)物流發(fā)展的需要川維廠物流系統(tǒng)各單位長(zhǎng)期從事石化產(chǎn)品的儲(chǔ)轉(zhuǎn)運(yùn)工作，對(duì)于化學(xué)危險(xiǎn)品的儲(chǔ)存、運(yùn)輸有豐富的經(jīng)驗(yàn)。儲(chǔ)運(yùn)化學(xué)危險(xiǎn)品的設(shè)施較齊全，各種安全措施、管理制度完善，有一批精通業(yè)務(wù)的管理人才，為現(xiàn)代化專業(yè)化工物流的開展創(chuàng)造了條件。特別是1998年開始川維廠儲(chǔ)運(yùn)系統(tǒng)為揚(yáng)子江乙酰化工有限公司提供第三方物流服務(wù)以來，物流管理水平有較大的提高，積累了一定的第三方物流運(yùn)作的經(jīng)驗(yàn)。根據(jù)川維廠物流發(fā)展的機(jī)遇與挑戰(zhàn)分析及其目前所開展的工作，川維廠物流應(yīng)定位于創(chuàng)建大型現(xiàn)代化專業(yè)化工物流公司上。立足于川維，服務(wù)好川維，面向社會(huì)，積極利用為揚(yáng)子江乙酰化工有限公司提供物流服務(wù)的良好信譽(yù)開展對(duì)外儲(chǔ)運(yùn)業(yè)務(wù)，利用重慶市興建化工園區(qū)的大好機(jī)會(huì)提供第三方物流服務(wù)。企業(yè)業(yè)績(jī)表現(xiàn)與流程對(duì)客戶重要性矩陣圖是選擇BPR切入點(diǎn)的一個(gè)簡(jiǎn)單而由非常實(shí)用的工具。川維廠儲(chǔ)運(yùn)公司通過對(duì)18家客戶的市場(chǎng)調(diào)查,發(fā)現(xiàn)屬于客戶重視，企業(yè)表現(xiàn)差的流程：物流分段運(yùn)作、物流信息化程度低、服務(wù)管理水平低。根據(jù)一項(xiàng)流程的重要性和對(duì)該流程進(jìn)行再造所需花費(fèi)的資源多少，來確定是否將其作為流程再造的對(duì)象。根據(jù)調(diào)查、分析，我們將改變物流分段運(yùn)作，進(jìn)行物流組織一體化改造作為物流流程再造的第一類，優(yōu)先進(jìn)行；將物流信息系統(tǒng)的完善，提高物流信息傳遞效率作為第二類，有計(jì)劃地把這類流程作為增加顧客滿意度的有效手段來實(shí)施。用戶、供應(yīng)商及銷售公司、物裝公司與各生產(chǎn)單位、儲(chǔ)運(yùn)單位的聯(lián)系都是通過電話溝通，并通過提交計(jì)劃、領(lǐng)料單、發(fā)貨單等來完成各項(xiàng)作業(yè)，存在效率低下、庫存高、信息不能共享、信息不及時(shí)、準(zhǔn)確等缺陷。為此必須進(jìn)行物流信息系統(tǒng)改造，根據(jù)“可得性（availability）精確性（accuracy）：及時(shí)性（timeliness）靈活性(flexibility) 適當(dāng)形式化（appropriate format）”等原理進(jìn)行物流信息系統(tǒng)設(shè)計(jì)。完成物流信息化改造后，川維廠物流所涉及的資源緊密地結(jié)合起來，提高了資源利用率；通過整合使業(yè)務(wù)各環(huán)節(jié)資源的利用效率得到提高；市場(chǎng)預(yù)測(cè)和計(jì)劃準(zhǔn)確性的提高，使庫存降低；各個(gè)部門之間關(guān)系更加密切，流程更暢通，運(yùn)作效率更高。實(shí)時(shí)、動(dòng)態(tài)的信息為分析提供基礎(chǔ)、為領(lǐng)導(dǎo)決策提供依據(jù)。進(jìn)行物流集中管理，首先要進(jìn)行物流組織一體化改造。組織一體化實(shí)際上就是將企業(yè)原來分散的物流模式統(tǒng)一化和集成化，組建一體化的物流系統(tǒng)。2002年11月川維廠以中轉(zhuǎn)站、運(yùn)輸公司為物流改革的主體單位組建儲(chǔ)運(yùn)公司，將原銷售公司、物裝公司的倉庫及各二級(jí)單位的倉庫全部劃歸儲(chǔ)運(yùn)公司，按照組建現(xiàn)代物流企業(yè)的構(gòu)想對(duì)物流組織進(jìn)行整體改制，通過對(duì)“人力、運(yùn)力、倉儲(chǔ)”資源的整合與重組，完成大型物流企業(yè)機(jī)構(gòu)框架的整體構(gòu)建。對(duì)原有物流組織進(jìn)行改造，其主要目的是減少管理運(yùn)行結(jié)構(gòu)層次，縮短物流服務(wù)與市場(chǎng)距離，提高對(duì)市場(chǎng)變化的反應(yīng)能力。川維廠完成儲(chǔ)運(yùn)公司的組織一體化改造和物流信息系統(tǒng)的完善，為新的業(yè)務(wù)流程重組打下了堅(jiān)實(shí)的基礎(chǔ)。新的業(yè)務(wù)流程明確儲(chǔ)運(yùn)公司與銷售公司、物裝公司是一種契約關(guān)系，儲(chǔ)運(yùn)公司與客戶不存在費(fèi)用結(jié)算關(guān)系，蓬布、車輛租賃等其它費(fèi)用全部計(jì)入產(chǎn)品價(jià)格內(nèi)，實(shí)行“一票到家”“一費(fèi)管全費(fèi)”，縮短營銷流程，消除不必要的環(huán)節(jié)，為客戶提供最為便捷的“門到門”的集成式服務(wù)。本文運(yùn)用市場(chǎng)結(jié)構(gòu)理論、波特五種力量模型理論，對(duì)國內(nèi)物流市場(chǎng)和石化物流市場(chǎng)的競(jìng)爭(zhēng)進(jìn)行了分析和研究，得出了國內(nèi)物流市場(chǎng)和石化物流市場(chǎng)的特點(diǎn)。本文指出，從物流行業(yè)特點(diǎn)研究來看，我國目前石化物流市場(chǎng)較接近于完全壟斷競(jìng)爭(zhēng)市場(chǎng)，而國內(nèi)的物流行業(yè)較接近于完全競(jìng)爭(zhēng)市場(chǎng)，其發(fā)展趨勢(shì)是進(jìn)一步向典型的寡頭壟斷市場(chǎng)靠近；從波特五種力量模型理論看，物流行業(yè)的競(jìng)爭(zhēng)者和進(jìn)入者威脅程度高，供應(yīng)商和使用者威脅程度中等，替代行業(yè)威脅程度低，而整個(gè)行業(yè)的威脅程度中偏高，全行業(yè)的績(jī)效低于正常水平。提出川維廠的物流發(fā)展策略：立足川維、服務(wù)川維，面向社會(huì)，積極、穩(wěn)步開展第三方物流；提高物流服務(wù)水平，開展廠內(nèi)物流配送；對(duì)現(xiàn)有庫房進(jìn)行整體規(guī)劃，成立物流配送中心；與國外著名物流企業(yè)合作。川維廠實(shí)行物流體制改革，組建儲(chǔ)運(yùn)公司，完善物流信息系統(tǒng)，川維廠儲(chǔ)運(yùn)公司取得了良好的效益，同時(shí)川維廠大大降低了物流成本。川維廠物流服務(wù)理念川維廠儲(chǔ)運(yùn)企業(yè)經(jīng)營思想、企業(yè)文化、理想追求等多種因素的高度概括，是儲(chǔ)運(yùn)企業(yè)全體員工的共同價(jià)值觀。在儲(chǔ)運(yùn)企業(yè)的“二次創(chuàng)業(yè)”的歷程中，其經(jīng)營理念：我們今天和未來所做的一切都是以降低客戶的經(jīng)營成本為目標(biāo)，為客戶提供安全、迅速、準(zhǔn)確、節(jié)省、方便、滿意的全方位物流服務(wù)。第三方物流、第四方物流是川維廠物流發(fā)展的選擇。川維廠儲(chǔ)運(yùn)公司的歷史和現(xiàn)狀表明它具有開展第三方物流的有利條件。分析石化儲(chǔ)運(yùn)企業(yè)現(xiàn)狀分析，整個(gè)石化儲(chǔ)運(yùn)企業(yè)應(yīng)通過形成戰(zhàn)略聯(lián)盟,進(jìn)行網(wǎng)絡(luò)化經(jīng)營,利用現(xiàn)代信息技術(shù)手段,整合現(xiàn)有的資源,形成物流企業(yè)聯(lián)盟。最后介紹了物流企業(yè)聯(lián)盟的運(yùn)作方式及其信息平臺(tái)的搭建。關(guān)鍵詞：物流、市場(chǎng)分析、發(fā)展策略AbstractSINOPEC Sichuan Vinylon Works (hereinafter referred to as SVW) is a large petrochemical enterprise with natural gas as its major raw material under the jurisdiction of China Petro-chemical Corporation (SINOPEC). Its main products include methanol, polyvinyl alcohol, acetic acid and VAE etc. The storage and transit of the products and raw materials is mainly accomplished by its own logistics storage & transit system. The second-level departments related to logistics operation mainly include: the Transport Company, the Sales Company, the Procurement Company and the Transit Station. The main function of the Transport Company is responsible for transportation of all the goods in SVW by land and water(by truck & cargo ship); the Sales Company is mainly responsible for product storage and working out product dispatch plan; the Transit Station is mainly responsible for the storage and transit of the product and raw material on railway transport; the Procurement Company is mainly responsible for the storage and dispatch of raw materials.For some historical reasons, the storage and transit system of SVW involved four main second-level department, their functions overlapped, resources dispersed, which formed multi-head management, and the information exchange is not smooth. All this interfered with the sales of product and the purchase of the raw materials, increased the cost of storage, and made the logistics cost keep high. This directly restricted the management and development of SVW and interfered in the integral benefit of SVW.The state encouraged to develop logistics industry, the utilization of information net techniques ensures the development of logistics on technique, China having entered into WTO and the large inland logistics market, offer an opportunity for the logistics industry developing. In a word, the inland logistics development is just in a very good period at present. The high speed development of Chongqing economy and unique geographical position offer a developing opportunity to SVW logistics, the region layout of the storage & transit enterprise and environment superiority ensured the development of SVW logistics, the reign superiority of SVW logistics development and the logistics business continued to increase stably lay a good foundation for the developing of the third party logistics. Of course, there are still challenges on the development of SVW logistics: Our national logistics industry is faced with the challenge about consolidation and restructuring; SVW own running logistics style is faced with great challenge; SVW made no logistics program and design on overall layout; the separation of the current logistics made the integral optimization impossible; Backward in logistics information net, physical joint between the social logistics and enterprise one is irrational, the logistics infrastructure is imperfect, the technological equipment is backward and also the logistics organization structure of SVW is not appropriate to the requirement of logistics development.Each department in SVW logistics system had rich experience of the storage and transport for chemical dangerous goods by carrying out storage and transport of petrochemical goods for long-term. The storage and transport equipment for chemical dangerous goods is fairly complete, all kinds of safety measures and management regulations are perfect, to have a batch of qualified managers who are proficient in professional work, all those created conditions for developing sophisticated professional chemical logistics. Especially, from 1998, the storage and transport system of SVW started to provide logistics service for the third party, YARACO, the logistics management level is improved quite high, and accumulated certain experience of operating the third party logistics. According to analyzing the opportunity and challenge of SVW developing logistics and the work carried out at present, SVW logistics should be oriented to building a large, sophisticated and professional logistics company. Basing upon SVW, providing good service for SVW, Being geared to the needs of society, making use of the good reputation on good service for YARACO actively to carry out the external logistics trade, making use of the good opportunity of Chongqing municipality building chemical park, to provide the third partys logistics service.It is the matrix chart of enterprise achievement appearance and the importance of the process to customer, which is a very simple and useful means to choose BPR point of contact. SVW Storage and Transit Company launched market investigation into 18 customers, it is found that the following is the process that the customers attached importance to but the enterprise showed worse:Logistics is in sectional operation, low logistics information level, low service management level.The importance of a process and how many resources needed for recreating the process, determines if the process is to be recreated or not. According to investigation and analysis, we will change the logistics sectional operation, to regard the logistics organization integralization reformation as the first type of logistics process recreation, to be given priority; to take perfecting the logistics information system and increasing the transit efficiency of logistics information for the second type, to carry out this kind of process in a planned way and take it as effective means to increase the customers satisfaction.The links between the customer, the supplier, the Sales Company, the Procurement Company and the production unit, the transit unit is through telephone to communicate with each other, and to complete all kinds of work by submitting plan, material-taking list, dispatch list etc. There are many defects, such as low efficiency, large storage, information can not share and is not timely and accurate etc. So the transformation to logistics information system must be done. According to the principle of “availability”, “accuracy”, “timeliness”, “flexibility” and “appropriate format”, to design the logistics information system. After the logistics transformation, the resources related to SVW logistics will be combined tightly, and the utilization ratio of resources will be increased. Through rectification and combination, to increase the utilization ratio of the resources in each trade section. The increase of accuracy on the marketing forecast and plan reduced the storage. The relations between each department are closer, the process is more smooth, and the efficiency of operation becomes higher. Timely and dynamic-state information provide basis for the decision made by leader, and provide foundation for analyzing.If someone want to carry out logistics centralized management, first of all, the integrality transformation to the logistics organization must be done. In fact, organization integrality is just to integrate the original disperse logistics style, then to establish integrative logistics system. In Nov, 2002, SVW established the Storage and Transit Company with the Transit Station and the Transportation Company as the main unit, and assigned all the warehouses which belonged to the Sales Company, the Procurement Company and other second-level departments to the Storage and Transit Company. With regard to the conception of establishing modern logistic enterprise, to make system reformation to the whole logistics organization. Through integrating and reforming the resources of “manpower, transport capacity and storage” to complete the integral establishment of the organization structure for the large enterprise. The main purpose of reforming the original logistics organization is to reduce the management layers in the course of operation, to shorten the distance between logistics service and market, so to improve the reaction capacity on market change.It is the completion of the organization integrality in the Storage and Transit Company and the perfection for the logistics information system that did a firm spade work for the reformation of new trade process. The new trade process indicated that the relation between the Storage & Transit Company and the Sales Company, the Procurement Company is a kind of contractual relation. The Storage & Transit Company will not settle accounts with customer. All the cost including for tarpaulin buying, cargo renting etc will be calculated in product price. To practice “one bill to the end”, “one payment includes all costs”, shorten the business process, remove the links unnecessary, so to provide the customer with the most convenient “door to door” integrated service.This article utilized the market structure theory and Botels five-strength model theory to analyze and study the competition between the inland logistics market and the petro-chemical one, and get the characters of the inland logistics market and the petro-chemical logistics market. This article pointed out: From the study of the character of logistics trades, the developing trend in the current petro-chemical logistics market of China is relatively close to full-monopoly market; but the inland logistics trades is fairly close to full-competition market, its developing trend is further close to typical oligarch monopoly market. According to the Botels five-strength model theory, the threat from the competitor and the entrance party is in high degree in logistics trades, the threat from the supplier and the end user is in middle degree, and the threat from substitute trades is in low degree, but the threat degree in the whole trade is middle on high side, the achievement of the whole trade is lower than the normal level. Putting forward the logistics developing tactics for SVW: Basing upon SVW, serving SVW, being geared to the needs of society, developing the third party logistics actively and stably; Improving the logistics service, carrying out internal logistics dispatch and delivery; Making an integral program to the existing warehouse, establishing logistics dispatch center; Cooperating with the foreign outstanding logistics enterprise.SVW Storage & Transit Company gained good benefit and SVW also reduced the logistics cost greatly by reforming logistics structure, building the Storage and Transit Company and perfecting logistics information system.The conception of SVW logistics service is highly summarized by the factors including the management idea of the SVW Storage & Transit Company, enterprise culture, ideal and pursuit etc, and it is the common viewpoint of value of the whole staffs in the Storage & Transit Company. In the course of “the secondary starting a undertaking of the Storage & Transit Enterprise”, its management conception is: What we do today and in future is to take reducing customers management cost as purpose, to provide customer with safe, prompt, accurate, economical, convenient, satisfactory and omni-bearing logistics service.The style of the third party logistics and the fourth party logistics are the selection of logistics development for SVW. The history and current situation of SVW Storage & Transit Company indicated that it had the favorable conditions to practice the third party logistics. Analyzing the current conditions of the petro-chemical enterprise, the logistics enterprise union is formed by the whole petro-chemical logistics enterprise through forming strategic union, carrying out net management, utilizing modern information techniques, integrating the current resources. Finally to have introduced strategic union operation measures of logistics enterprise and the establishment of information platform. Key words: Logistics, Market analysis, Developing tactics緒 論1、選題的目的和意義我以前工作所在的四川維尼綸廠（以下簡(jiǎn)稱川維廠）中轉(zhuǎn)站是一家由四川維尼綸廠投資的儲(chǔ)運(yùn)企業(yè)，它負(fù)責(zé)川維廠原料、產(chǎn)品的鐵路槽車、船舶裝、卸，年吞吐能力達(dá)到50萬噸。隨著中國加入WTO和物流行業(yè)競(jìng)爭(zhēng)的進(jìn)一步加大，中國石化集團(tuán)公司加大“主”“輔”分流的力度，川維廠儲(chǔ)運(yùn)企業(yè)乃至整個(gè)石化儲(chǔ)運(yùn)企業(yè)都面臨著嚴(yán)峻的考驗(yàn)，許多業(yè)內(nèi)人士都在審視和評(píng)估目前國內(nèi)物流市場(chǎng)，思考應(yīng)該采取的措施。作為川維廠中轉(zhuǎn)站的副站長(zhǎng)，經(jīng)過十多年的實(shí)踐，尤其通過MBA課程的學(xué)習(xí)，對(duì)物流市場(chǎng)有了一定的認(rèn)識(shí)和了解，并形成了一些粗淺的看法和見解。我相信，運(yùn)用有關(guān)經(jīng)濟(jì)學(xué)原理和思想來分析物流實(shí)際中的具體問題的過程本身就是對(duì)自己知識(shí)和能力的檢驗(yàn)和提高，分析得出的判斷和結(jié)論應(yīng)更加理性和更具有決策參考價(jià)值，同時(shí)，對(duì)關(guān)注國內(nèi)物流市場(chǎng)的廣大人士也應(yīng)有一定的參考意義。2、本文的研究?jī)?nèi)容、思路和方法本文從介紹川維廠物流企業(yè)的現(xiàn)狀、存在的威脅及挑戰(zhàn)入手，簡(jiǎn)要介紹了物流業(yè)務(wù)流程重組，物流信息系統(tǒng)的完善；物流組織一體化改造，通過重組改造大大提高物流企業(yè)的運(yùn)作效率；存貨大幅度降低，物流成本顯著降低。同時(shí)指出了物流改革的方向，對(duì)內(nèi)應(yīng)服務(wù)好川維，開展廠內(nèi)物流配送；對(duì)外服務(wù)應(yīng)將重點(diǎn)放在服務(wù)地方經(jīng)濟(jì)發(fā)展上，開展第三方物流服務(wù)；并在時(shí)機(jī)成熟時(shí)與國外著名物流企業(yè)合資。本文運(yùn)用市場(chǎng)結(jié)構(gòu)理論、波特五種力量模型理論，對(duì)國內(nèi)物流市場(chǎng)和石化物流市場(chǎng)的整體情況進(jìn)行了分析和研究，得出了石化物流市場(chǎng)和國內(nèi)物流市場(chǎng)的特點(diǎn)。本文指出，從物流行業(yè)特點(diǎn)研究來看，我國目前的石化物流行業(yè)較接近于完全壟斷市場(chǎng)，而國內(nèi)物流市場(chǎng)較接近于壟斷市場(chǎng)，其發(fā)展趨勢(shì)是進(jìn)一步向典型的寡頭壟斷市場(chǎng)靠近；從波特五種力量模型理論看，物流行業(yè)的競(jìng)爭(zhēng)者和進(jìn)入者威脅程度高，供應(yīng)商和使用者威脅程度較低，替代行業(yè)威脅程度低，而整個(gè)行業(yè)的威脅程度中偏高。本文指出了川維儲(chǔ)運(yùn)企業(yè)將來的發(fā)展方向，對(duì)外開展第三方物流服務(wù)目前是一個(gè)較佳時(shí)機(jī)，也是儲(chǔ)運(yùn)公司發(fā)展的必然選擇；整個(gè)石化儲(chǔ)運(yùn)企業(yè)通過形成戰(zhàn)略聯(lián)盟，進(jìn)行網(wǎng)絡(luò)化經(jīng)營，利用現(xiàn)代信息技術(shù)手段，整合現(xiàn)有的資源，形成物流企業(yè)聯(lián)盟。本文最后介紹了物流企業(yè)聯(lián)盟的運(yùn)作方式及的信息平臺(tái)搭建。第一章 川維廠物流發(fā)展戰(zhàn)略定位1、川維廠儲(chǔ)運(yùn)系統(tǒng)簡(jiǎn)介川維廠是中國石油化工集團(tuán)公司下屬的一家以天然氣為主要原料的大型石化企業(yè)，其主要產(chǎn)品有甲醇、聚乙烯醇、醋酸、VAE等。該廠位于重慶市長(zhǎng)壽區(qū)朱家鎮(zhèn)，緊鄰長(zhǎng)江、“渝長(zhǎng)”高速公路及“川漢”公路，水路、陸路交通方便；但由于目前暫不通鐵路，全廠通過鐵路轉(zhuǎn)運(yùn)的原料、產(chǎn)品必須通過中轉(zhuǎn)站（位于重慶市九龍坡區(qū)西彭鎮(zhèn)，距川維廠陸路距離為130公里、水路距離為136公里）轉(zhuǎn)運(yùn)。其物流運(yùn)作框架圖如下：川維廠中轉(zhuǎn)站全國各地汽車運(yùn)鐵路發(fā)運(yùn)槽船運(yùn)汽車、槽船運(yùn)（原料）圖21川維廠物流運(yùn)作框架示意圖現(xiàn)與物流運(yùn)作有關(guān)的二級(jí)單位主要有四個(gè)：運(yùn)輸公司、銷售公司、物裝公司、中轉(zhuǎn)站。1.1運(yùn)輸公司運(yùn)輸公司是川維廠物流運(yùn)作系統(tǒng)中人員最多的一個(gè)單位，現(xiàn)有職工423人，其組織結(jié)構(gòu)圖如下：運(yùn)輸公司貨車隊(duì)客車隊(duì)船隊(duì)調(diào)運(yùn)科辦公室財(cái)務(wù)科圖22川維廠運(yùn)輸公司組織結(jié)構(gòu)示意圖運(yùn)輸公司的主要職能是負(fù)責(zé)全廠的公路、水路（汽車、槽船）貨物運(yùn)輸。其中公路運(yùn)輸由貨車隊(duì)、客車隊(duì)管理，水路運(yùn)輸由船隊(duì)管理，調(diào)運(yùn)科負(fù)責(zé)與銷售公司、物裝公司、中轉(zhuǎn)站的聯(lián)系、協(xié)調(diào)。公路運(yùn)輸有載重5噸貨車30輛，槽罐車10輛，主要負(fù)責(zé)固體、液體產(chǎn)品到中轉(zhuǎn)站及各客戶的轉(zhuǎn)運(yùn)、配送；12臺(tái)客車負(fù)責(zé)廠內(nèi)職工上、下班的接送。水路運(yùn)輸現(xiàn)有拖輪7艘，4569千瓦；散化駁18艘，7800載重噸；干貨駁4艘，1150載重噸；負(fù)責(zé)固體、液體產(chǎn)品到中轉(zhuǎn)站及長(zhǎng)江下游沿線口岸的運(yùn)輸。1.2銷售公司銷售公司主要負(fù)責(zé)產(chǎn)品的儲(chǔ)存及產(chǎn)品發(fā)運(yùn)計(jì)劃的制定。其組織結(jié)構(gòu)(與物流運(yùn)作有關(guān)的部門)圖如下：銷售公司液體庫倉儲(chǔ)科調(diào)運(yùn)科.圖23川維廠銷售公司組織結(jié)構(gòu)示意圖液體庫主要負(fù)責(zé)液體產(chǎn)品的儲(chǔ)轉(zhuǎn)運(yùn),有甲醇、甲醛、醋酸乙酯、醋酸丁酯等產(chǎn)品儲(chǔ)罐18000 m3。倉儲(chǔ)科負(fù)責(zé)全廠固體產(chǎn)品的儲(chǔ)轉(zhuǎn)運(yùn)，有PVA、乳白膠、VAE、短纖等產(chǎn)品庫22432m2。調(diào)運(yùn)科主要負(fù)責(zé)與運(yùn)輸公司、物裝公司、中轉(zhuǎn)站的聯(lián)系、協(xié)調(diào)。1.3中轉(zhuǎn)站中轉(zhuǎn)站有鐵路專用線6.3公里，主要負(fù)責(zé)產(chǎn)品、原料的鐵路轉(zhuǎn)運(yùn)，其組織結(jié)構(gòu)圖如下：中轉(zhuǎn)站調(diào)度科機(jī)動(dòng)車間財(cái)務(wù)