发展物流增值服务途径与策略(国外英文资料).docVIP

发展物流增值服务途径与策略(国外英文资料) Approaches and strategies for developing value-added logistics services -------------------------------------------------------------------------------- With the maturity of the domestic logistics market, the profit space of the logistics basic service project is shrinking day by day, almost close to the state of complete competition, while the high-end and value-added logistics services are showing a serious shortage of supply. Therefore, beyond the single basic logistics service, according to customer demand for the development of value-added logistics services, not only to meet the personalized needs of customers growing, but also bring new profit space for enterprises. I. current situation of logistics value-added service in China At present, a prominent problem facing the development of logistics industry in China is: on the one hand, many enterprises hope that emerging logistics companies can provide high level series, the whole process of the integration of logistics value-added services; on the other hand, most of the logistics enterprises can simply provide transportation and warehousing and other individual or section of the logistics service ability provide user requirements for value-added services is poor. China Federation of logistics and purchasing survey report shows that 85% of the domestic third party logistics enterprises revenue from basic services, value-added services and logistics, information services, such as revenue accounted for only 15%. Most of the enterprises in our country are still in the stage of directly compressing the basic operation cost of logistics, and they can not make innovations in logistics service and seek profits from carrying out value-added logistics services. After several years of development, the important role of some domestic logistics enterprises to realize the value-added services to enhance the core competitiveness of enterprises, began to focus on providing customers with personalized val