电子商务物流末端共同配送联盟成本分摊模型研究

发布时间：2018-01-02 18:13

本文关键词：电子商务物流末端共同配送联盟成本分摊模型研究　出处：《浙江财经大学》2017年硕士论文　论文类型：学位论文

【摘要】：近年来,在大数据强有力的支撑下,各大电商平台实施精准营销,狂热的网络购物热潮瞬间即可实现几十亿的交易额。然而,线下庞大的包裹量给电商物流配送行业带来了前所未有的挑战。为了应对挑战抓住历史发展机遇,国内物流巨头在物流配送领域争相谋划,从京东斥资百亿搭建物流体系,到阿里巴巴不惜投入巨资打造菜鸟网络,再到顺丰联手四大物流巨头筹建“丰巢科技”,各大电商物流企业对电商物流的重视程度可见一斑。在现代科技的助推下,虽然部分大型企业已在自动化分拣、配送路径等方面有所改善,但目前,一方面末端配送单次配送量小、配送频率高、客户对快件送达的时点要求高等问题依然存在;另一方面,电商物流企业末端配送包裹包装过度、包裹回收循环利用率低,快递信息泄露严重等问题日益凸显。一份快递从原始发出到送达客户手里,经过多重环节,从信息录入到包裹分拣,再到快递配送,每个环节都有可能造成信息泄露,使原本并不完善的末端配送又面临新的挑战。末端物流共同配送作为新的配送模式,其科学性、可行性已得到领域内专家的一致认可,有望破解“最后一公里”难题,然而在实践中,末端物流共同配送模式被企业采纳率却很低。造成矛盾局面的原因在于:联盟组建与运作效率低,成本分摊、利益分配不均等问题未能解决。目前,国内外有关末端共同配送联盟成本分摊的研究还不够深入,而电商物流企业解决配送难题又迫在眉睫,因而对共同配送联盟成本分摊的研究尤为重要。基于此,本文以电商物流末端共同配送成本分摊为研究对象,主要包括四个方面:(1)重点分析了电子商务物流、末端配送与共同配送之间关系,总结出电商物流的瓶颈在末端配送,继而对末端配送的现状、存在问题以及模式等进行剖析。(2)梳理共同配送联盟驱动因素并探索了联盟的运作流程、运作模式、协调机制等,为有效推广末端共同配送模式奠定基础。(3)提出企业个性化配送服务因素,鼓励联盟成员服务创新。现有文献主要从企业资源价值、企业配送时间延迟风险、企业承担的技术风险、企业年均配送量等方面研究成本分摊问题,本文针对新时期下消费者对末端物流配送差异化服务强烈的需求,适时提出企业个性化配送服务因素。(4)梳理了电商物流末端共同配送成本分摊现存问题,并就现有成本分摊模型优缺点进行对比分析,最终提出构建基于Shapley值法的综合成本协商分摊模型。模型以联盟成本分摊量为目标函数,以企业资源价值、企业配送时间延迟风险、企业承担的技术风险、企业年均配送量,企业个性化配送服务为约束条件,同时为弥补Shapley针对贡献率均等化的缺陷,运用AHP分析法与1~9标度法确定各因素权重系数,最终构建基于Shapley值法的综合成本协商分摊模型,并通过引入算例实证分析,运用MATLAB 7.0软件求解,验证模型的有效性及分摊结果的科学性。通过上述研究,得出以下结论:(1)采用联盟运作后联盟配送耗费的总成本量小于联盟组建前配送耗费的总成本量,共同配送联盟有助于提升联盟整体经济效益。(2)联盟内每个成员所分摊的配送成本量均小于联盟组建前单独配送耗费的成本量,组建联盟有利于提升个体的经济效益。(3)联盟内各成员成本分摊不再均等化,以联盟成员贡献大小为分摊依据,为联盟做出的贡献率越大,所获得的成本减免越多。如联盟成员在个性化配送服务方面贡献突出,那么该成员成本减免幅度就越大,通过贡献与最终成本分摊量关联的方式,保障个体之间的公平性,激发联盟成员配送创新的动力。最后,基于上述研究结论提出如下管理建议:(1)鼓励企业组建共同配送联盟,降低成本提升经济与社会效益;(2)联盟与成员协商优化配送方案,节省联盟企业成员配送时间;(3)挖掘电商物流配送市场需求,创新个性配送服务体系,提高客户粘性;(4)完善考核评价指标,保证成员企业效益公平公正。
[Abstract]:In recent years, in support of big data strong, the implementation of precision marketing major business platform, online shopping craze crazy you can achieve instant billions of transactions. However, brought hitherto unknown challenge amount of the huge line to the electricity supplier logistics industry. In order to should seize the historical opportunity for development to the challenge, the domestic logistics giants the field of logistics distribution to plan, build logistics system from the Jingdong to the Alibaba willing to spend billions, invested heavily to build the rookie network, and then to the SF together four logistics giants to build "Feng nest technology", the major electricity supplier logistics enterprises to pay attention to the electricity supplier logistics degree. Remarkable boost in the modern science and technology, although some large enterprises have been in automatic sorting, improved distribution path etc. However, one end of the distribution of a single small amount of distribution, the distribution of high frequency, express delivery to customers The time problems still exist; on the other hand, the end of the distribution of electricity supplier logistics enterprise package package, the package recycling rate is low, the serious problem of express information disclosure has become increasingly prominent. A courier from the original issue to reach the hands of customers, through multiple links, from information input to the parcel sorting, then to express delivery and every link may result in information disclosure, the end of the distribution was not perfect and face new challenges. The end of the logistics distribution mode of joint distribution as a new, scientific, feasibility has been recognized by experts in the field, is expected to break the last mile problem, but in practice, the common distribution pattern at the end of the logistics enterprise adoption rate is very low. The reason is that the contradiction of alliance formation and operation efficiency is low, cost sharing, unequal distribution of benefits and problems to be solved. The research at home and abroad joint distribution alliance related end cost allocation is not deep enough, and the electricity supplier logistics enterprises to solve the distribution problem is imminent, so it is very important for the study of allocation of joint distribution alliance cost. Based on this, the electricity supplier logistics terminal joint distribution cost allocation as the research object, mainly includes four aspects: (1) focus on the analysis of the relationship between electronic commerce and logistics, terminal distribution and joint distribution, summed up the electricity supplier logistics bottleneck at the end of the distribution, then the status of the end of the distribution, analysis of existing problems and patterns in. (2) joint distribution alliance, combing driving factors and explore the alliance operation process, operation mode, coordination mechanism and lay the foundation for the effective promotion of joint distribution terminal. (3) proposed the enterprise personalized delivery service, encourage members of the alliance service innovation. The existing literature mainly from the enterprise Enterprise resource value, delivery time delay risk, technology risk borne by enterprises, enterprise annual distribution quantity of cost allocation problem, according to the new era of the end consumer logistics service differentiation strong demand, timely put forward the enterprise personalized delivery service. (4) reviews the joint distribution cost allocation of existing electricity supplier logistics terminal the problem, and the advantages and disadvantages of existing cost allocation model analysis, finally puts forward the construction cost allocation model of integrated Shapley value method based on negotiation model. In alliance cost allocation volume as objective function, the value of enterprise resources, enterprise distribution time delay risk, technology risk borne by enterprises, enterprise annual distribution quantity, distribution of individual enterprises serve as constraints, and to make up for the defects of Shapley contribution rate of equalization, using AHP analysis method and 1~9 index method to determine the result In weight, finally construct the comprehensive cost allocation model Shapley value method based on negotiation, and by introducing the example of empirical analysis, using MATLAB 7 software to solve scientific model validation and allocation results. Through the above research, draw the following conclusions: (1) the total amount of the cost of operation cost distribution alliance alliance the total cost of distribution cost amount is less than before the formation of the alliance, the alliance of joint distribution contribute to the overall promotion of economic benefit alliance. (2) the distribution cost per share of union members are less than the amount before the alliance cost distribution cost alone, the formation of alliances is conducive to enhancing the economic benefit of the individual. (3) in the alliance each member is no longer equal to cost sharing, alliance member contribution share basis, done for the league, the greater the rate of the cost reduction more. Such as alliance members in the personalized delivery service Outstanding contributions, then the members of the larger cost reduction, and finally through the contribution cost allocation quantity association way, ensure fairness between individuals, stimulate innovation power distribution alliance members. Finally, based on above conclusions put forward the following suggestions: (1) management to encourage enterprises to joint distribution alliance, lowering cost and improving the economic and social benefits; (2) alliance and the members of the consultative distribution optimization scheme, save the alliance member delivery time; (3) mining electricity supplier logistics market demand, distribution service system innovation personality, improve customer stickiness; (4) improve the evaluation index, ensure the benefit of member enterprises Fair.

【学位授予单位】：浙江财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F724.6;F252;F715.5

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