中小电商R公司的快递订单分配方案

发布时间：2018-02-28 08:02

本文关键词： 中小电商企业供应商绩效评价指标快递供应商选择权重确定方法订单分配模型（OMS WMS）　出处：《东华大学》2015年硕士论文　论文类型：学位论文

【摘要】：随着国内电子商务的快速发展，越来越多的中小企业品牌加入到电商的竞争中，希望在这轮行情中取得部分市场，分得一杯羹，这中间也包括很多之前并未进入国内市场的国外企业和品牌。电商的井喷式发展也推动了国内电商物流的发展，包括仓储，配送及相应系统的管理，在这发展的过程中也碰到了很多挑战。对于注重品牌同时又关注成本的中小电商企业来讲，如何选择合适的物流快递供应商，如何在快递供应商之间分配不同渠道，不同区域，不同要求的订单，如何将快递供应商的绩效和订单分配挂钩，激励他们主动提高配送效率和质量，同时降低物流成本，增加利润源，成了中小企业开拓电商市场必须要面对的问题。国内快递市场良莠不齐，各快递公司之间在配送区域，配送成本，配送时效及配送质量方面差异很大，各公司所能提供的增值服务也各不相同，品牌及市场声誉也相去甚远。本文首先分析国内快递市场现状，并介绍了目前中小电商订单分配的情况，然后以R公司为例，分析了中小电商企业对快递公司的要求，根据供应商的评价指标及评价原则相关理论，，选择出了R公司的快递供应商，并确定了供应商的动态绩效评价指标（KPI）及相应计算方法，对有效的管理供应商起到而来重要作用。本文核心是在供应商绩效评估的基础上，研究快递订单分配方案。首先确定影响订单分配的各个因素，从订单属性和供应商属性两方面对各因素进行分类分析，从定性和定量两方面初步确定订单分配模型。然后利用层次分析法和统计平均分确定各因素在分配模型中所占的权重，建立完整的分配模型并将其公式化系统化，设置到订单管理系统（OMS）或仓储管理系统（WMS）中，利用系统进行订单的自动分配。并根据R公司的具体订单分配结果来验证订单分配模型的实用性和有效性。在此分配方案模型中，将快递供应商的绩效考核（KPI）和供应商的订单分配动态地联系在一起，KPI得分高的供应商将得到更多订单，提高了供应商的改善绩效的积极性，这在其他电商的订单分配方案中均未体现。本文对订单分配方案及所构建的模型进行了总结，并提出了一些改善点。根据R公司半年的快递成本变化趋势及客户满意度的结果，证实了该方案的有效性。对一些参数进行灵活调配后，此方案可适用于大部分中小电商企业，对于他们订单分配的系统化和自动化有着重要的参考价值和指导作用。
[Abstract]:With the rapid development of domestic electronic commerce, more and more small and medium-sized enterprise brands join in the competition of e-commerce, hoping to get part of the market in this round of market and get a piece of the soup. This also includes many foreign enterprises and brands that have not previously entered the domestic market. The blowout development of e-commerce has also promoted the development of domestic e-commerce logistics, including warehousing, distribution and the management of corresponding systems. In the course of this development, there are also many challenges. For the small and medium-sized e-commerce enterprises that pay attention to the brand and the cost at the same time, how to choose the right logistics express suppliers, how to distribute different channels and different regions among the express suppliers, How to link the performance of express delivery suppliers with the distribution of orders in order to encourage them to actively improve the efficiency and quality of distribution, while reducing logistics costs and increasing profit sources, Has become the small and medium-sized enterprises to open up the electronic commerce market must face the question. The domestic express market is intermingled. There are great differences among express delivery companies in distribution area, distribution cost, distribution prescription and distribution quality, and the value-added services that each company can provide are also different. Brand and market reputation are also very different. This paper first analyzes the current situation of domestic express market, and introduces the distribution of small and medium-sized e-commerce orders, then taking R company as an example, analyzes the requirements of small and medium-sized e-commerce enterprises for express delivery companies. According to the relevant theory of supplier evaluation index and evaluation principle, the express supplier of R company is selected, and the dynamic performance evaluation index of supplier (KPI) and the corresponding calculation method are determined, which plays an important role in the effective management of supplier. The core of this paper is to study the distribution scheme of express orders on the basis of supplier performance evaluation. Firstly, the factors affecting order allocation are determined, and the factors are classified and analyzed from two aspects: order attributes and supplier attributes. The order distribution model is preliminarily determined from the qualitative and quantitative aspects. Then the weight of each factor in the distribution model is determined by AHP and statistical average, and the complete distribution model is established and formulated systematically. Set to the order management system (OMS) or warehouse management system (WMS), make use of the system to assign orders automatically, and verify the practicability and validity of the order allocation model according to the specific order allocation results of R company. The supplier with high KPI score will get more orders, which will increase the enthusiasm of the supplier to improve the performance. This is not reflected in the order distribution scheme of other e-commerce companies. In this paper, the order distribution scheme and the model are summarized, and some improvement points are put forward. According to the change trend of express cost and customer satisfaction of R Company in half a year, It is proved that the scheme is effective. The scheme can be applied to most small and medium enterprises after the flexible allocation of some parameters. It has an important reference value and guidance for the systematization and automation of order distribution.
【学位授予单位】：东华大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F724.6;F259.2

【参考文献】