A班轮公司集装箱滞箱费管理优化研究

发布时间：2018-08-17 11:24

【摘要】：在集装箱运输成本结构中,集装箱成本是仅次于港口使费、船舶固定成本的第三大项目,占总成本支出的20-25%左右。如何能最大限度降低箱管成本,已成为各家班轮公司亟需解决的问题。同时,为加快集装箱周转及使用率,班轮公司普遍利用征收集装箱滞箱费来作为降低集装箱停留成本的一种费收补贴。而本文论述的重点正是通过对A公司滞箱费管理进行实证研究,提出如何管理好这项费收补贴,使其最大限度的发挥费收杠杆作用。本文首先介绍集装箱运输业务流程,并对集装箱滞箱费征收原因、滞箱费含义、类型、发生原因及计算规则进行概述;同时,还对滞箱费管理中涉及的风险因素进行叙述。其次,按照“提出问题——分析问题——解决问题”的逻辑思路,结合风险管理中相关的理论依据,并联系本人的实际工作经验,综合分析企业目前在集装箱滞箱费管理上存在的问题及成因。最后,通过理论结合实际,针对A公司滞箱费管理上存在的弊端,探索滞箱费管理的各项优化措施,从而提升A公司滞箱费管理水平。这些优化措施主要集中在三个方面：第一,系统改造方面。分别对滞箱费计算规则优化、减免审批及报账系统化、客户管理及信用管理系统建设、提供客户增值服务方面提出建议。第二,业务流程再造方面。主要针对滞箱费应收账款管理提出如何加强事前、事中、事后管理的建议。第三,客户管理优化方面。通过建立健全客户及信用管理系统,从而完善客户综合评价体系。
[Abstract]:In the cost structure of container transportation, container cost is the third largest item after port cost and ship fixed cost, accounting for 20-25% of total cost expenditure. How to minimize the cost of container tube has become an urgent problem for each liner company. At the same time, in order to speed up the container turnover and utilization rate, liner companies generally use the container lag fee as a subsidy to reduce the cost of container stay. The emphasis of this paper is to make an empirical study on the management of the lag fee in Company A, and put forward how to manage the subsidy to maximize the leverage of the fee collection. This paper first introduces the business process of container transportation, and summarizes the reasons, the meaning, the type, the causes and the calculation rules of the container lag fee. At the same time, it also describes the risk factors involved in the management of the container lag fee. Secondly, according to the logical thinking of "posing problem-analyzing problem-solving problem", combining the relevant theoretical basis of risk management, and connecting with my practical work experience, This paper comprehensively analyzes the problems existing in the management of container lag charges in enterprises and their causes. Finally, through the combination of theory and practice, aiming at the malpractice of the management of the lag fee in company A, this paper explores the optimization measures of the management of the fee in order to improve the level of the management of the fee in company A. These optimization measures mainly focus on three aspects: first, system transformation. Suggestions are made on the optimization of the calculation rules, the systematization of exemption, approval and reporting, the construction of customer management and credit management system, and the provision of customer value-added services. Second, business process reengineering. This paper puts forward some suggestions on how to strengthen the management of accounts receivable in advance. Third, customer management optimization. By establishing and perfecting customer and credit management system, we can perfect customer comprehensive evaluation system.
【学位授予单位】：大连海事大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F552.6;F275

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