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铁路企业物流市场拓展策略探究

发布时间:2019-03-22
  摘 要
  
  面对铁路市场日益激烈的竞争形势,国家能源集团(原神华集团)出台了《神华运输市场开放方案》,明确了具体原则和战略部署,原则是“统筹协调、同步运作、确保自产、搞活市场”,部署是“开放北线、调控准池线、守住神朔线、经营朔黄线”。因此,开放运输市场,着力点就是改革有效供给能力,提高竞争力,不断提高服务质量,提升调度协调的效率。如何抓住国家、国能集团对物流产业大发展带来的机遇,打造核心竞争力,找准适宜大准铁路公司发展的经营战略是当前亟待解决的问题。
  
  本文首先介绍了大准铁路公司的发展现状,并实地调查了大准铁路公司周边铁路和物流市场情况,然后运用环境分析法、SWOT-PEST 分析法指出了大准铁路公司当前所处的内、外部环境的优势、劣势、机遇和威胁。
  
  大准铁路当前的运输发展中,煤炭占绝对主体地位,非煤运输只占有很小的比例。在周边物流市场上,优势强于劣势,但是威胁大于机会。因为目前适用于大准铁路的所有机会全部适用于国铁,一方面国铁庞大的人力、财力、物力,都不是大准甚至国家能源集团能比拟的,另一方面大准铁路在大同口方向的车流量实际受大秦铁路控制,所以大准铁路想发展物流业绕不开国铁。另外部分机会也适用于公路运输企业,而公路运输在客户服务、流程便捷等方面优于铁路。
  
  经研究分析,文章得出以下结论:大准铁路公司应选择 SW 战略,即继续做好煤炭运输,积极联系国铁、公路运输单位发展大物流联盟,并以优质的服务、低廉的运价打造企业品牌赢得市场。
  
  关键词:大准铁路;大物流;物流市场;核心竞争力;战略
  
  Abstract
  
  Aiming to meet the challenges of increasingly fierce competition inthe railway market, China National Energy Group (the former Shenhua Group)have promulgated Principles of Market Opening-up on Shenhua Transportationwhich highlights the specific rules, namely, “Efficient cooperation,Synchronous operation, Guaranteed self-production and Dynamic market”.Also,the strategic management is “Opening North Line, Regulating Zhunchi Line,Guarding Shenshuo Line and Managing Shuohuang Line”. It has been provedthat the principles exert positive influence saliently. Therefore, the key to openup the transportation market is to improve the effective supply, competitivestrength, service quality and the efficiency of coordination. Overall, theoverarching problem for Datong-Jungar Railway Company (DRC), onesubsidiary of Shenhua Group, is how to seize the opportunity in thedevelopment of logistics industry, build up its core competence, and draw upstrategic plans. thereby providing company with scientific evidences for itsdecision-making.

铁路企业物流市场拓展策略探究
 

  This paper introduces the current situation of DRC and the fieldworkconducted, in which the surrounding railways and logistics market around DRCare examined. The research adopts two methods, environment analysis andSWOT-PEST to illustrate the internal and external environment of the company.
  
  The result shows that during the development of the Datong-Jungar Railway,coal transportation plays the major role, while the others occupy only a smallpart. Moreover, in the surrounding logistics market, even though more chancesappear, the threats cannot be ignored. Based on the results, almost allopportunities belong to national railway. For one thing, compared with DRC,national railway is equipped with a big amount of manpower, financial resources and material resources. For another, the traffic flow on DRC in thedirection of Datong is controlled by Datong-Qinhuangdao Railway. It indicatesthat to develop logistics still needs the cooperation with national railway. Inaddition, the analysis also stresses that some chances may also be taken byhaulage where the quality of customer service and working efficiency are higherthan the railways.
  
  In conclusion, Strategy SW and is what DRC suggested to choose, whichimplies that the company should play its part in coal transportation, andconstruct close rapport with the big league of logistics. Also, through offeringqualified service and low price, DRC can build its brand and win the market.
  
  Keywords:Datong-Jungar railway;Logistics market; big logistics; corecompetitiveness; strategy
  
  目 录
  
  1 绪论

  
  1.1 选题依据和背景
  1.2 研究目的和意义.
  1.3 研究的内容和方法.
  1.4 研究的技术路线
  
  2 相关理论基础及文献综述
  
  2.1 相关理论基础
  2.2 国内外研究现状及发展动态
  
  3 大准铁路公司概况介绍
  
  3.1 大准铁路公司概况
  3.2 大准铁路公司物流实力介绍分析
  3.3 主要物流市场调研分析
  3.3.1 周边铁路情况.
  3.3.2 铁路装车能力现状.
  3.3.3 通道运输分析.
  3.3.4 大准铁路吸引范围内煤源现状.
  3.3.5 大准铁路吸引范围内非煤货源现状.
  
  4 大准铁路公司物流环境分析
  
  4.1 内部环境分析
  4.1.1 企业资源.
  4.1.2 内部因素.
  4.2 外部环境分析
  4.2.1 政策环境 SWOT 分析.
  4.2.2 经济环境 SWOT 分析.
  4.2.3 社会环境 SWOT 分析.
  4.2.4 技术环境 SWOT 分析.
  4.2.5 分析小结
  
  5 大物流发展战略
  
  5.1 定位战略目标
  5.2 战略实施建议
  5.2.1 成立物流联盟.
  5.2.2 加强煤炭运输业务.
  5.2.3 打造物流品牌.
  
  6 物流发展战略实施的保障
  
  6.1 物流战略目标分解
  6.2 加强企业内部管理
  6.3 加强物流人才培养
  6.4 落实物流考核奖惩
  
  7 结论
  
  参考文献