The development course of Hunan Baisha Logistics Co., Ltd.

20 10 in may, he, deputy director of the state tobacco monopoly bureau, commended the key technologies and applications of collaborative intelligent processing of tobacco logistics information independently developed by Hunan Baisha logistics co., ltd, and won the "second prize of national scientific and technological progress in 20 10", which won the honor for the industry. Provincial Bureau (company) and Hunan Zhongyan leaders also spoke highly of the technical and management innovation of Baisha Logistics.

In April 2005, Baisha Logistics took the lead in passing the ISO900 1 zero defect international certification of BSI in the national tobacco logistics industry. Since 20 10, Baisha Logistics has carried out the certification management of ISO900 1, ISO 10002, OHSAS 1800 1, which standardized the whole operation process and realized the standardization and proceduralization of the operation.

Establish a target performance management system based on execution. In order to ensure the comprehensiveness and systematicness of performance appraisal, Baisha Logistics has established a horizontal appraisal system for departments and a top-down vertical appraisal system for employees. The first is the horizontal process. Evaluate the completion of each department's work through cross-departmental assessment. The second is vertical logicalization. Evaluate the annual and monthly plans and projects of the department, and the department evaluates employees. According to the evaluation results (divided into ABC three grades), the principle of survival of the fittest is formulated. Employees who have been designated as C-files for the second time are laid off by training, and those who have been designated as C-files again after taking up their posts are eliminated in the company, and the annual elimination rate is about 10%.

Reform the wage distribution system and implement the principle of more work and more pay. Break the big pot and design the salary according to three categories: management, production and distribution service. The distribution of front-line employees in production is directly linked to the overall performance of the department and the individual sorting quantity, product quality, sorting cost and operation difficulty in the current month, which embodies the principle of getting more for more work and strengthens employees' awareness of cost control. The distribution of distribution service posts is linked to the overall performance of the department, the number of distribution households, the distribution volume, the running cost of vehicles, the distribution distance, the safety factor, the star service level and other indicators. First-line delivery staff did not pursue the number and number of delivery households and paid no attention to service attitude in the past, but instead wanted to deliver more goods. Every car actively declared the star-rated service car group. The overall delivery rate and customer satisfaction have been greatly improved, and the distribution principle of more work and more pay has been fully reflected.

Refine process management and establish an efficient operation mode. Baisha Logistics uses the production management system to finely manage the whole production process, so as to efficiently complete warehousing, unloading, replenishment, sorting and distribution. Receiving efficiency: Promise all China tobacco companies a three-hour service system for receiving goods. The optimization of workflow has significantly improved the reception service capacity. In 20 10, Changsha Company delivered 3 10000 cases, while Baisha Logistics was only equipped with 6 stevedores. In the peak season, when there is insufficient manpower, they will form a loading and unloading backup echelon with the cleaning team and the security team, which not only reduces the labor cost, but also ensures the loading and unloading efficiency. Sorting efficiency: Baisha Logistics independently innovated and won six national invention patents, and fully applied X+ 1 sorting mode, order buffering, mixed lane technology, pre-scheduling technology, dynamic task interval technology and real-time screen brushing technology in its work.

The reporter saw on the sorting line of the distribution center that a new vertical sorting machine had been put into use. The machine adopts X+ 1 sorting mode, and the sorting efficiency reaches about 16500 pieces/hour. However, the original vertical sorter adopts a one-way smoking method, and the sorting efficiency is about 9000 cigarettes/hour. The sorting efficiency of the new machine is 3.3% higher than that of the old machine. It is the most efficient equipment in China at present, and its single sorting cost is only 1.96 yuan/piece.

Strengthen emotional management and improve the issuance security system. In order to establish a perfect logistics and distribution safety system, Baisha Logistics summarizes many years' experience in distribution safety management, innovatively brings emotional management into the management category of the safety management system, obtains information directly from the driver himself, and extends the source of information to the driver's family, friends and their direct customers, so as to achieve the purpose of comprehensively understanding the driver's emotions. By setting 10 indicators such as violation record, speeding and customer satisfaction, a comprehensive evaluation system for drivers is established, and drivers are comprehensively scored and ranked. When the score reaches 100, they will be promoted and raised. The application of emotional management strengthens the company's management of drivers, broadens the information communication channels between drivers, their relatives and friends and the company, and enables the company to know the psychological problems of drivers in time and take corresponding measures to ensure the safety of distribution.

Since 2006, Baisha Logistics has fully implemented the information management strategy, starting with the management concept, using information technology to transform the enterprise structure and management system, excavating advanced management concepts, integrating the company's existing production and management resources with advanced information technology, and promoting management modernization and scientific management with management informationization.

Baisha Logistics takes service, cost, efficiency and safety as the core, and constructs a management system with modern tobacco logistics management information platform as the core, including seven subsystems: service evaluation, cost management, performance evaluation, production management, safety management, demand traction and route optimization. Through the application of the system, the whole business activities are managed and monitored in a modern way from the operational level, management level and decision-making level.

Building a new service evaluation system with customers as the center. The service evaluation system of Baisha Logistics is based on "Service Standard of Cigarette Logistics Distribution Center of Tobacco Commercial Enterprises", with "Star Service Standard" as the evaluation basis, distribution service personnel as the evaluation subject and automatic voice technology as the means. On August 1 1, the reporter saw in an interview with Baisha Logistics that there was a display screen outside the lobby of the company's distribution center. After the reporter pressed "Star" according to the system operation prompt, the screen immediately showed that the system automatically ranked the customer satisfaction scores, and evaluated the corresponding crew members for star promotion and star demotion. Monthly star rating results are linked to employees' salaries. The reporter lamented that the construction of this new service evaluation system not only overcame the shortcomings of poor timeliness, heavy workload, small interview area and single return visit method, but also avoided the human interaction brought by manual intervention, comprehensively supervised the service process of distribution personnel and truly measured the service level of distribution personnel.

On-the-way voice real-time return visit system automatically dials the customer's contact number within 5 minutes after the goods are delivered through GPS positioning technology, completes the service quality survey through voice questions and customer key-press answers, ensures timely and fair evaluation, and records the process and results of each voice survey in detail, and then facilitates inquiry and listening through the background management function, and makes statistical analysis on the survey results.

Taking the production link as the control point, the cost control system is constructed. Distribution cost accounts for a considerable proportion of the company's total cost, and it is also the most potential piece to be tapped. Establishing a low-cost distribution model is the key to maximize the company's benefits, maximize efficiency and minimize the comprehensive cost. The optimization of distribution mode is driven by distribution demand, and new technologies and methods oriented to distribution are studied and applied to optimize resource allocation through technology and promote the establishment of low-cost distribution mode. On the basis of the existing distribution system, the company aims to meet its own needs. Through the cost management system, Baisha Logistics carries out cost budgeting, accounting, monitoring and analysis of storage cost, sorting cost, distribution cost and management cost, so as to achieve strict supervision in system and strict implementation in technology, and control all cost links well. Sorting line personnel and distribution personnel input the consumption, production and distribution of various materials in the day's work through the touch screen system, which solves the communication problem between employees and the company and ensures the smooth information feedback channel. The implementation of cost control system is not only a basic means of performance appraisal, but also a tool for employees' self-management.

Based on line optimization, the demand traction system is constructed. Baisha Logistics has developed a demand traction system based on route optimization technology. That is, according to the order demand of the day, according to the customers, order structure and cargo volume in the distribution area, the daily delivery route and the arrangement of delivery vehicles and delivery personnel are determined based on the principles of optimal delivery route, highest loading rate and lowest cost, and combined with the weak cigarette sales, periodic optimization is carried out to rationally allocate the off-peak delivery volume. Through the optimization of the system, the traffic volume in off-season is only 80% of that in peak season. The vehicle scheduling optimization model and algorithm developed by Baisha Logistics integrates key technologies in the information field such as GPS/GIS, mobile positioning technology and wireless communication technology, and provides strong technical support for tobacco distribution management by optimizing vehicle scheduling. On the afternoon of August 1 1, the reporter randomly boarded the 1 delivery truck, only to see the driver open the car navigation screen, and a driving route map was displayed on the screen. The driver only needs to deliver the cigarettes to the customer's shop in the shortest time according to the route map. The successful implementation of this project benefits from the interactive navigation technology of logistics vehicles independently developed and applied by Baisha Logistics. This technology integrates the functions of dispatching navigation, vehicle positioning, information interaction, automatic alarm and video monitoring. Distribution vehicles are equipped with electronic navigation screens, and distribution lines are downloaded in real time every day. The shipper can deliver the goods according to the calculated delivery line. At the same time, the navigation screen can quickly guide the delivery personnel to the location of strange customers and successfully complete the delivery task.

Baisha Logistics regards service as the soul of logistics enterprises. Take fast, efficient, safe and satisfactory as the pursuit goal. Based on this, they designed a complete image recognition system, and spread it persistently inside and outside, constantly establishing employees' brand awareness, letting employees know the concept of "modern logistics" and constantly passing on Baisha Logistics' service concept of seeking satisfaction to customers. "Continuously providing value-added services to customers" has become the service image orientation of logistics distribution.

At the same time, they also improve customer satisfaction by implementing a star service evaluation system. Implement the "six major disciplines and eight prohibitions" to improve employee engagement. According to the standard of "star service system", five grades (from one star to five stars) are standardized and evaluated for star-rated delivery clerks and cashiers in terms of appearance, language, accuracy, safety, sincerity to customers, improvement of delivery efficiency, initiative to find problems and solve them in time, initiative to communicate with customers and establish friendly relations, and initiative to think and make suggestions. And adopt appropriate reward and punishment mechanism to improve the performance of employees. By formulating the star system standard of distribution service, all work links are delivered in strict accordance with the company's unified standards, providing customers with the best service, making the network construction work to a new level, greatly improving customer satisfaction, and deepening the service brand in customers' hearts.

Through the exploration of logistics construction, Baisha logistics initially presents the following characteristics: First, customer satisfaction has improved. The implementation of the service evaluation system has effectively mobilized the enthusiasm of employees and improved the service quality. The average annual customer satisfaction increased from 55% in 2004 to 96.5% in 2009, and the number of complaints also decreased from 49 in 2004 to 5 in 2009. Second, operating costs are constantly decreasing. After applying the cost management system, the cost of a single cigarette decreased from 27.83 yuan/cigarette in 2008 to 265,438 yuan +0.76 yuan/cigarette in 2009, a decrease of 27.88%. The annual distribution cost was saved by 1, 26 1.5 million yuan. Third, the production efficiency has been improved. The sorting efficiency increased from 30,000 cigarettes per hour in 2008 to 45,000 cigarettes per hour in 2009, and the number of workers produced decreased year by year, from 13.3 to 7.93. Through the application of demand traction system, Baisha Logistics has optimized the number of delivery vehicles from 84 vehicles in 2005 to 49 vehicles in 2009, and the volume of cigarettes per 10,000 cases is 1.58 vehicles. The direct operating cost of vehicles has plummeted, reducing the delivery cost by more than 3 million yuan every year. Fourth, security risks have been rectified and investigated. Improve the distribution safety system with the help of management information system. Baisha Logistics adheres to the principles of giving priority to prevention, treating both the symptoms and root causes, comprehensive management and people-oriented, strengthens employees' awareness of safety responsibility and their ability to prevent safety accidents, and completes the investigation and rectification of hidden dangers by means of information technology. In 2009, the logistics department investigated a total of 16 items, among which 1 1 items were found through the management information system, which effectively eliminated the security risks.