scholarly journals Research on the Resources Integration of Logistics Enterprises' Marketing Capacity Based on the Logistics Market Demands

Author(s):  
Yong-Ping CHEN
2011 ◽  
Vol 225-226 ◽  
pp. 178-181
Author(s):  
Qian Lan

Although the logistics of Beibu gulf (Guangxi) is still in the primary stage such as the small-scaled logistics enterprises, low service level, weak logistics demand, sluggish infrastructure, and the chaotic logistics market, etc, it faces a series of development opportunities, its second-mover advantage is obvious and the growth potential is great. As long as we straighten out the management mechanism, overcome the bottleneck of the system, position accurately, analyze rationally, distribute reasonably, build logistics infrastructure according to the situation of the economic zone, pay great attention to the personnel training and learn from others’ experience, logistics can become a pillar industry in Beibu gulf economic zone.


2021 ◽  
Vol 261 ◽  
pp. 03030
Author(s):  
Tingpeng Chen ◽  
Huiwen Fan ◽  
Xingzhen Zhang ◽  
Zhenhui Li ◽  
Shibo Hu

In recent years, thanks to the transformation and upgrading of domestic consumption and the continuous improvement of logistics network, the total freight volume of China’s part-load logistics market is also increasing, among which urban logistics network plays an important role in part-load logistics enterprises. Reasonable and perfect urban network is helpful to reduce the total cost of market logistics and improve distribution efficiency. This paper introduces the problems existing in part-load logistics, studies the urban logistics model of part-load logistics enterprises, introduces three ways of part-load transportation, and analyzes the urban logistics model of part-load logistics enterprises. At the end of this paper, the above contents are briefly summarized.


2013 ◽  
Vol 339 ◽  
pp. 772-777
Author(s):  
Wei Xiang Xu ◽  
Hu Cheng Yang

Under the e-commerce environment, the increasing competition in the logistics market has been obviously. As the main force of Chinese logistics market, the small and medium-sized logistics enterprises who want to achieve further development should implement the common delivery, which has been turned out to be the short way to improve logistics efficiency, to enhance the competitiveness of enterprises and typically to optimize the allocation of resource. This paper proposes a new type of common delivery mode, the uniqueness of which is that it integrates the existing model while dealing with the decentralized urban common delivery management problem. The paper also proposes a new design step in the design of the common delivery system, and as the result of the simulation with the software Flexsim, the design, which also has the potential to coordinate the behaviors in decentralized supply chain environments, can meet the needs of a large number of goods.


2021 ◽  
Vol 13 (17) ◽  
pp. 9979
Author(s):  
Jian Zhou ◽  
Kexin Xu ◽  
Yuxiu Zhao ◽  
Haoran Zheng ◽  
Zhengnan Dong

With the rapid development of the logistics market, the construction of an efficient “channel + hub + network” logistics system, that is, a hub-and-spoke logistics network, is of great importance to enterprises. In particular, how to reduce costs and increase efficiency in both the construction of network facilities and actual operations, and to formulate reasonable prices for the logistics service needs in the entire market are crucial strategies and decisions for enterprises. Under such a background, this article starts from the perspective of duopoly logistics enterprises that jointly build networks and allow the transfer of surplus capacity and carbon credits, and studies the hub-and-spoke logistics network design that also considers the relationship between service pricing and co-opetition. Considering the corporate profit and difficulty of implementation as a whole, the co-opetition is a better choice than the complete competition and perfect cooperation. In addition, the remaining capacity of the company, the transfer of carbon credits, the joint construction and sharing of hubs, and strategic cooperation in the area of corporate common pricing under the price framework agreement are conducive to the realization of an increase in corporate operating profits, a better market share and more favorable pricing.


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