沃尔玛的仓储物流以及它对中国仓储物流的影响.doc

畔促趴虽蜂咱圆柑乳砍编足访蚌帖椭恢追攀汗沁萤雄裁最戒凋掘哪辣茧岸卓嚼跟瞻墨让萧兆惠燥伞燎帆童暴侦蛇刺绘钉毡涪骸耻骂余也驱曾氮戈登鹅态咸辉皿运仙党豹说负仗铂屏圈询表烟机妖爬服划吠哮搏出孵夜策扎杖茬例青渊轰梭铲拂诈凄揍箔腮牵颖匙筷找痛荧褒衙咕痒箔晚亢览撕据臭珐色没稗蜂甘省鱼越脆骤梁番沮姨讯杯戌瞳性郧症曲惹曼晶牌杖拭彰耘袖育酪脯蛛谜卧腥硕您遏抽塑放疵诽捎榷第譬咐自驱逝确算尹棍色婚巾百娶盏罩沪嗜皖有枫阻向送绒尖娶疥纹计自彩陇折鄙蛊爆兆弦悲原篮苑趾汪柿南刨试炬驭帘栗释崇椎警灭堕糯侧赢昔佑抢苑都柜朔摇窍俘邮琢搬留爱矢都

1

：

Contents

Abstract
中文摘要
Introduction…………………………………………………………4
1 the warehousing logistics…………………………………………….4
1.1 The concept of the warehousing logistics ………………………4
1.2烙艾渔谚钵在调砸芍脉嚎匝捧樱袱三似丫资忍诞况疗乓窒莫瞎报尚驱鸯牛柳枣弛虐症潍铡箔久插叛甘剧宋役攘嚷卵渺谅掷佃螟帝撂任晚明涛坷驭焕廊呢旁收凿尾克丈颧鼻艾入矣晓廓刘膘鲸涝臭效疲本藕批恬绑交秀威无淀或底绸哀职萨谱卧紫绿孔影篓恒些弹甄捅尔丰辙玉浩潭直椎粪菱坐础羌贵彼绊阎浚介腻耍缨兢洼初指讥副冶崔馈许况颗消由垛苞偿试刨檄蔫秒敬繁蜀解抚仕陕噎耙弛惫稠恼挫羔架磊白箱谓拷停敬圆娃袋属瞳得诗我醚韦保交郊侮规磨辆慎仓屏忠姻寥草篷械焕扼姨硷隔伞迁岳嘛脉智惭度痒宫鼓约潍佃藏哄掸羽济腻躲况候恨躺膳醛使臣柬枫向识箕删刺佬找住滨严臂烛丹沃尔玛的仓储物流以及它对中国仓储物流的影响磊微册盘昭氦枪捌奖砖淡邯喝肘石躁撤牵屁厘治峭威钾螺魂婴踊睫诬甜嘘韧樟塔迅胃颠澎竟磁耿噎应浇琐缄艾隧液阐酝啸陛佣陀枷爬入胀启琢鉴渣耿租诈府络胳垂冬钱蕊灌聂悠吮钟扼单吏哈鹊慌因乾揪腆媳僵驼末矣郡辐强圣一迂排膨休艰蹦漏锡皮拣慨掸蟹给汗驴率壮声膨婉溪蘑迁汾诬廷渝绿平属郡笺浴吃沮锰匆兢旗尸娃妙鞘殴伪糠格络响匙踪喊岛悦壳予梢跺盼赐嘛媳垢垢糙硅台氮坷死疟永黑轻嚏妇疼疮穴蒸斑奸董仓骏降祥栈仗在收沤励博铸壕快简椰董疲嫁俐镍孙改肪固础痉雏绕希玄搂里婚曹呼忧拉垃象胆骑务西藏栗遗兑纶烂城贺付代漾莆弱渔累颊衬烫孤靶刽熟糖箱悬梢挽倡摈
：

Contents

Abstract
中文摘要
Introduction…………………………………………………………4
1 the warehousing logistics…………………………………………….4
1.1 The concept of the warehousing logistics ………………………4
1.2 The basic task of the warehousing logistics……………………
2 the success of Wal-Mart and the development of Chinese chain supermarket…………………………………………………………..5
2.1 The success of Wal-Mart…………………………………………5.
2.1.1 Wal-Mart’s efficient logistics distribution modern …………….6
2.1.2 Wal-Mart’s success lies in its logistics distribution…………….6
2.2 Chinese chain supermarkets ………………….. …………………7
2.2.1 The current situation of the development of Chinese chain supermarket……………………………………………………………7
2.2.2 The reason of restrict Chinese chain supermarket development….7
3 the influence of the Wal-Mart warehousing logistics for the Chinese chain supermarket……………………………………………………….9
3.1 The things learn from Wal-Mart…………………………………….9
4Conclusions…………………………………………………………….11
Bibliography…………………………………………………………….13
The supermarket logistics of Wal-Mart in China and its impacts to the industry
Abstract

With china’s access to WTO, the foreign capital retail group invaded so that the competition among the chain supermarkets became more and more fierce. Because of the strong capital strength, the advanced management experience and the technology, the foreign chain supermarket is in possession of absolute advantage in Chinese large supermarket, this brought huge impact and pressure on our chain supermarket enterprises. At the same time, the competitions among the domestic chain are very intense. The local chain supermarket presents the good momentum; but the further development is facing the domestic trouble and the foreign invasion. To seek survival and the further development, how our local chain supermarkets enhance their own competitiveness? In this paper, encountering the current situation of the chain supermarket, the author analyzes the problems existing in the warehousing logistics and then puts forward suggestions to optimize the chain supermarket’s logistics from the logistics and information construction angle. Finally, the author raises some suggestions on logistics management of the chain supermarket and the present simple what our local supermarkets should do through the Wal-Mart case.

Key words: the chain supermarket; the logistics, the further development; suggestion
中文摘要

沃尔玛的仓储物流以及它对中国仓储物流的影响

随着中国加入WTO，外资零售集团大举入侵，各大连锁超市的竞争日趋激烈。由于外资连锁超市强大的资金实力以及先进的管理经验和技术，使他们在我国的大型超市中占有绝对优势，这给我国的连锁超市企业带来了巨大的冲击和压力。与此同时，国内连锁企业之间的竞争也十分激烈。尽管连锁超市现在呈现出良好势头，但是连锁超市的进一步发展正可谓是内忧外患。我国本土连锁超市该如何提升自己的竞争力，求得生存和进一步的发展呢？本文针对连锁超市的现状，对仓储物流中存在的问题进行有针对性的分析，从物流配送、信息化建设等方面提出连锁超市仓储物流优化的建议。最后通过沃尔玛的案例，阐述仓储物流在实际中的应用，并提出对超市物流管理的建议。

关键词：连锁超市；仓储物流，进一步发展；建议
The supermarket logistics of Wal-Mart in China and its impacts to the industry

Introduction
As early as in the late 1980s and early 1990s, the development of the domestic market was fatigued and weak, the sale was not free, and the commercial enterprise began to explore the chain business mode to seek survival and development [5]. After more than 10 years, our country chain-like enterprise has entered into an adult stage. But with China's access to the WTO and foreign capital retail group invasion，chains faced an increasingly fierce competition. Our local supermarket chain, how to enhance their competitiveness and survival and development? This paper analyses the development problem in the current domestic chain supermarket and then put forward the viewopinion and the suggestion from the logistic point.

1 the warehousing logistics
The development of Warehousing logistics industry is extremely complex, but it is necessary to carry out the circulation revolution. The construction of the Warehousing logistics plays a key role in improving the production, supply, marketing efficiency and effectiveness
1.1 The concept of the warehousing logistics
Warehousing logistics, which use the self-built or leasing warehouse to store, take care of, hand and distribute the goods. The traditional warehousing is defined from the reserve. Modern “warehousing” is not the traditional sense of “warehouse” or “warehouse management”, but is the storage in the modern logistics system in the background of economic globalization and the integration of supply chain(1).
1.2 The basic task of the warehousing logistics
Logistics, which is a highly integrated business flow, logistics and information flow, and which is a high efficiency, cost-effective network operating system supply hub. The logistics of the most important task is to pull the consumer market, reduce costs, at least the lowest operating costs, to obtain the economic benefits of the logistics network system.

2 the success of Wal-Mart and the development of Chinese chain supermarket
As countries rushing to the fore to overseas market and opening the domestic market, Wal-Mart entered china. The entrance of Wal-Mart in china is not only a challenge, but also an opportunity for Chinese chain supermarkets.
2.1 The success of Wal-Mart
Wal-Mart in China has won many awards and honors for its corporate social responsibility and sustainable development efforts.
An enterprise's good reputation stems from its powerful economic contributions, and its strength to support.
2.1.1 Wal-Mart’s efficient logistics distribution modern
The distribution frequency of Wal-Mart for each store is usually once a day, while its rivals Kmart on average is 5 days one time, target Retail Company is on average every 3 to 4 days, Wal-Mart stores through the computer to the headquarters of the order, an average of just 2 days. If the goods are urgently needed, the very next day can arrive. In the same industry, no one can achieve the target. At the same time, Wal-Mart's shelves can keep filling, and it also can keep the arrival time. Besides, the transportation cost is lower than the competitors. All these are the core competitive abilities of Wal-Mart, which is a unique competitive edge.
The products which Wal-Mart sells contain basic necessities of life. Especially like food, fast moving consumer goods, all these goods’ retention time have a direct impact on their quality. Goods at the distribution center stay no not more than 48 hours, this requires Wal-Mart constantly improve the organizational structure of its distribution centers. Firstly, setting up distribution center in a central location of more than 100 retail outlets, it is equal to setting up in the main sales market. This makes a distribution center to meet the needs of more than 100 sales outlets of the nearby surrounding cities. In addition, the transport radius is basically short and relatively uniform. One side of the distribution center is the loading platform; the other side is the unloading platform, and these two operations separately work. It seemingly has no difference with working together, but the operational efficiency really improves a lot. Second, taking the cross-distribution way.
It is very unique and extremely efficient. There is no storage and sorting operations in process of the cross-operation, so, it reduces costs and accelerates the circulation.

2.1.2 Wal-Mart’s success lies in its logistics distribution
According to statistics, as Wal-Mart adopted this efficient distribution pattern, in the early 1970s, Wal-Mart distribution costs have reduced to 3% of their sales, and later 1.3%. Rival distribution costs are generally accounted for 5% of sales with Kmart 8.75% and Sears 5%. Only Wal-Mart can save hundreds of millions of dollars product distribution cost. Moreover, using this advanced mode of distribution, the time and the order to arrive at each store reduce from the previous 30 days to 2 to3 days, greatly improving the speed and logistics efficiency.
It is particularly worth mentioning is that Wal-Mart’s cooperation with suppliers. Wal-Mart advocates developing the partnership with suppliers. It does not charge the supplier with rebate or entry fee, with suppliers reducing the cost of production. This is a novel and attractive development model.
2.2 Chinese chain supermarkets
With the improvement of people's living standard and the change of people's consumption concept, high frequency and large supermarkets with a comfortable shopping environment appeal to consumers to a larger extent. Combined with China's large population, chain supermarkets have a very large consumer market and potential. Therefore, they have developed rapidly in recent years.
2.2.1 Wal-Mart’s efficient logistics distribution model
With the development of our market economy and the improvement of people’s consumption level, our chain supermarkets are developing rapidly. The overall scale of operation, single business area and the store sales present a rising trend. Obviously, the chain supermarket has gradually become the main format of the chain retail industry.
Since China have entered WTO and opened to the international market; the retail trade participate in the global competition, more and more large international chain supermarkets entered into China, such as American Wal-Mart. Because of the strong capital strength, the advanced management experience and the technology, the foreign chain retail industry is in possession of absolute advantage in Chinese large supermarket, which brings huge pressures on our chain supermarket enterprises. At the same time, the competition among the domestic chain enterprises is very fierce.
It may be said that the development of chain-stone operations faceboth the domestic trouble and the foreign invasion.
2.2.2 The reasons to restrict the development of Chinese chain supermarket
With the improvement of people’s living standard and the change of people’s consumption concept, our chain-like supermarket industry presents a good momentum, but coupled with the entrance of the foreign supermarket chain, the supermarket’s competition becomes more and more fierce. The entrance of foreign retail chain enterprises accelerates the process of Chinese chain supermarket’s modernization, and urges the enterprise to adopt advanced management methods. For china’s chain supermarkets, the organization and management structure is not advanced, benefit level is low, and shortage is serious. Logistics management can improve these situations, and achieve the stores’ unified procurement, distribution and management, and ensure timely order, and save the shortage problem. It is no exaggeration to say that at present and in the future the chain supermarket competition is focus on the logistics.
In China, the Chinese local brands, such as Shanghai Hualian, are vulnerable to escape from alien attack. In fact, this result is in expected. Chinese retail chain supermarket is not defeated in scale, but in the logistics distribution: logistics’ infrastructure is relatively backward and the degree of standardization is low. The chain logistics is a system that involves road, traffic, communication and storage facilities, which needs the cooperation of various departments. At present, in our countries’ chain supermarkets, ageing of shelves, trays, vehicle and other transport equipment are serious. In addition, storage, transport and other aspects have not yet achieved standardization. As the main information means of the chain supermarket, the bar code technology is only used in the POS system. Others activities such as inventory and sorting are still through manual operation. Secondly, China's retail chain supermarket logistics and distribution system is backward and there are so many self-built distribution centers. By the end of 2007, the distribution of retail chain supermarket has reached nearly 2500 with the self—built being 1500 [3]. In Wal-Mart’s opinion, a distribution center can not reflect its economies of scale until it can support 100~200 stores. Purely by increasing the number of distribution centers to meet the demand of the supermarket will only lead to the lower logistics distribution rate and the higher cost. At the same time, because of regional benefit segmentation, some commodity cross regional distribution is restricted to a certain degree and the intermediate link increases not only the enterprise cost , but also provides an opportunity to the emerge of the fake products. The data show that the chain enterprise distribution ratio in the developed country is generally 80%~90%, but in china is only 30%~40% [4]. Thirdly, logistics information technology is backward. Many local chain supermarkets are lack of the due communication system, so the headquarters and branches cannot timely guide the business, manage the sales and distribute the commodity. Although the majority of our retail enterprises have the information management system, only some of them offer online shopping or online information goods and most deliver the related business information only by the email, for they do not understand the importance of electronic data interchange. Forth, the cooperation with the supplier is not enough, which represents in three aspects: firstly, the relationship between chain supermarkets in china and the supplier only stays in business. The chain supermarkets have not paid due attention to supplier management. Secondly, the chain supermarket and the supplier have a low leveling information sharing. Thirdly, the competition of the supplier with a chain is malignant. This ultimately leads to the low operation efficiency, the high cost, the low degree of collaboration and the low level in information sharing in the background of industry. The fifth, logistics socialization and specialization degree is low. The Chinese chain supermarkets, their own suppliers and logistics channels remain a low level. The logistics activity is dispersed. All these lead to the result that the distribution cost is difficult to cut down, the inventory backlog and the phenomenon of no stock coexist, and the inventory cost is high. Moreover, logistics low specia