Logistics Cost Management Has Traces To Follow.

When carrying out logistics cost management, enterprises must first clarify the purpose of management and have a definite purpose.

Generally speaking, the starting point of enterprise logistics cost management is: (1) by mastering the current situation of logistics cost, we find the main problems existing in enterprise logistics; (2) compare and evaluate the relevant departments of logistics; (3) according to the results of logistics cost calculation, formulate logistics planning and establish logistics management strategy; (4) through logistics cost management, we find links to reduce logistics costs and strengthen overall logistics management.

2. Master logistics cost management methods.

To accurately manage logistics cost, logistics cost management must be well managed.

(1) comparative analysis.

(1) horizontal comparison: the logistics costs of the supply logistics, production logistics, sales logistics, return logistics and waste logistics (sometimes including circulation processing and distribution) are calculated separately, and then the horizontal comparison is made to see which part of the logistics cost is the most.

If the supply logistics cost is the largest or abnormal, then find out the reasons in detail, plug the loopholes and improve the management methods, so as to reduce the logistics cost. Second, longitudinal comparison: compare the logistics costs of the enterprises over the past year with the logistics cost of the year. If they increase, then analyze the reasons for the increase and where it is added. What is the reason for the increase? If the increase is invalid logistics fee, it will be corrected immediately. 3. Compare the plan with the actual situation: compare the logistics cost of the actual cost of the enterprise with that of the original logistics budget, if overspend, analyze the causes of overspending, and overestimate the reasons, where to overspend, so that we can grasp the problems and weak links in the logistics management of enterprises.

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(2) comprehensive evaluation.

For example, the use of container pport, one can simplify the packaging, save packaging fees; two can prevent rain, sunscreen, ensure the quality of goods in pit; three, can play a role in warehousing, burglary, fire.

However, if the packaging is simplified, the packaging strength will be reduced. When goods are stored in warehouses, they can not be stacked up high.

Simplified packing may also affect the loading and unloading efficiency of goods.

Then, whether container pportation is good or bad? We must use logistics cost to calculate this unified scale to evaluate comprehensively.

The cost of logistics activities mentioned above is calculated respectively. After comprehensive analysis, the conclusion is drawn that this is logistics cost management.

That is, through comprehensive analysis of logistics cost, we can find out problems and solve problems, so as to enhance logistics management.

(3) exclusion.

In logistics cost management, one way is called activity standard management, in short, ABM (ActivieyBased Management).

One way is to divide logistics related activities into two categories, one is activities with added value, such as outgoing, warehousing, packaging, loading and unloading, and other activities that are directly related to the owner; the other is activities with non added value, such as meetings, changing processes, maintenance of mechanical equipment, and other activities which are not directly related to the owner.

In fact, in the process of commodity circulation, if direct delivery can be used, there is no need to set up warehouses or distribution centers, so that zero inventory will be avoided.

If the above non value added activities are excluded or minimized, the logistics cost can be saved and the purpose of logistics management can be achieved.

(4) division of responsibilities.

In the production enterprise, which department is responsible for the logistics? Is it a logistics department or a sales department? Objectively speaking, the responsibility of logistics itself is in the logistics department, but the source of the responsibility is the sales department or the production department.

Take sales logistics as an example, under normal circumstances, the sales department shall formulate the sales logistics plan, including the delivery within a few days after ordering, and the minimum quantity of orders to be accepted, etc., all of which are put forward by the Sales Department of the enterprise and set the principles.

If the enterprise emphasizes the importance of sales, it may decide to order the goods on the same day and serve the next day.

In this way, when the order quantity is large, the delivery cost of the logistics department is small, the order quantity is small, the delivery cost is increased, and even the excessive and frequent quantity, the logistics cost caused by the quantity delivery is increased, which is much higher than the value generated by the expansion sale. This waste and loss should be the responsibility of the sales department.

Separating similar responsibilities is conducive to controlling the total logistics cost and preventing the sales department from changing the distribution plan at will and blocking the logistics activities which are meaningless and do not produce any additional value.