我国物流企业横向一体化运营模式研究
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摘要
物流业是一个涉及到运输、仓储、流通加工、配送、报关报检、货运代理、多式联运、快递、物流方案制定、供应链资金结算等众多子物流业务的综合性服务行业。随着市场竞争日益加剧和社会分工更加细化,越来越多的客户为了集中优势资源做好核心业务,将物流业务外包给专业的物流企业,并希望得到“一体化”、“一站式”或“单点接触”式的综合性物流服务,而我国多数物流企业还停留在低端物流市场提供单一的低利润的分段物流服务,缺乏物流资源整合能力。随着我国物流市场在2005年底对外开放,国外物流巨头开始大举进入中国物流市场并进行大规模的并购活动,从而导致外资物流所占市场份额不断提高,我国物流企业的发展空间日渐狭窄,生存状态日益严峻,因此,当前我国物流企业尤其是大型物流企业急需要提高物流综合一体化服务能力,尽快向中高端物流市场进军,尽可能缩小与外资物流巨头的差距。鉴于此,本文研究如何通过一体化运营模式促进我国物流企业的综合一体化服务能力和国际竞争力,具有非常重要的理论和实际意义。
本文沿着“问题提出→相关文献述评→物流企业横向一体化运营模式概述→物流企业横向一体化运营途径：渐进式并购→物流企业横向一体化运营模式的三维模型→横向一体化进程下我国物流企业子业务的并购指数→我国物流企业的应对策略→结论及下步研究方向”的基本思路开展研究。采用了定性分析与定量分析、规范研究与实证研究相结合的方法,在对横向一体化理论分析的基础上,对物流企业一体化运营模式展开研究。
本文的主要内容包括五个部分：第一部分(包括第一章和第二章)阐述了论文的选题背景、研究目的和意义、相关概念界定及国内外文献综述。第二部分(即第三章)为物流企业横向一体化运营模式的概述部分,给出了物流企业横向一体化运营的定义,阐述了理论基础,通过对我国物流上市公司的实证研究指出横向一体化运营模式的财富效应,指出了横向一体化运营的系统优化效应,对我国物流企业横向一体化运营模式的发展状况进行了全面介绍。第三部分(包括第四章至第六章)为三维模型构建部分,该部分指出对物流企业的子业务进行渐进式并购是物流企业实现横向一体化运营的有效途径,并将子业务的渐进式并购过程细化为六种运营模式,以此为核心,结合子业务运营模式选择的三大主要影响因素,建立了物流企业横向一体化运营模式的三维模型,据此可以判断物流子业务应采用何种横向一体化运营模式,并以顺丰速运为例检验并修正了该三维模型。第四部分(即第七章)经过两轮样本调查建立了一个物流企业子业务并购指数的指标体系,用以衡量物流子业务并购自营或资源投入的优先程度。根据构建的物流企业子业务并购指数的指标体系,可以计算出某个物流企业子业务的并购指数,并以顺丰速运为例,计算了电子商务业务和便利店业务的并购指数。第五部分(包括第八章和第九章)论述了我国物流企业横向一体化运营过程中存在的误区和我国大型物流企业、中小型物流企业、生产企业的物流部门分别可以采取的应对策略。第九章为结论部分。
本文旨在对物流企业在横向一体化运营过程中子物流业务应该选用何种运营模式进行深入分析和论证,得出了如下几点主要结论(创新点)：
(1)提出了我国物流企业横向一体化运营的理论体系,以物流上市公司为例通过实证分析横向一体化并购的效应,并提出了我国物流企业横向一体化运营的途径——渐进式并购,并将其细分为六个渐进化的发展阶段。
(2)以Ballow二维模型为基础,增加了市场交易成本这一维度,构建了我国物流企业横向一体化运营模式的三维模型。即以子物流业务在物流企业中的战略地位、物流企业自身运营该物流子业务的相对资源能力和子物流业务市场的交易成本及风险这三个因素为X、Y、Z坐标轴,建立了物流企业如何选择子业务运营模式的三维模型。同时,以顺丰速运为例检验并修正了该三维模型,并对顺丰速运正在开发的电子商务业务和便利店业务应该选用何种一体化运营模式提出了相关建议。
(3)建立了物流企业子业务并购指数的指标体系,用以对只起到定性作用的三维模型的补充,该指标体系可以对物流企业对物流子业务并购需要程度进行量化,当物流企业有多个物流业务要并购而物流企业的资源相对有限时,可以根据这一指标体系进行决策。在该指标体系中,共包含3个一级指标、9个二级指标和11个三级指标。论文对该三级指标进行了变异系数和内部一致性检验,并通过大样本调查确定了指标的权重。
Logistics industry is a comprehensive service industry which involves many sub-logistics business services such as transportation, warehousing, distribution, distribution processing, declaration, freight forwarding, multimodal transport, courier, logistics program development, capital settlement of the supply chain etc.With the intensification of market competition and the refinement of the social division of labor, more and more enterprises outsource logistics business to professional logistics companies and want to get the whole logistics services as "integrated""one-stop" and "single contact" in order to concentrate superior resources to do core business. However, Most logistics enterprises in China only provide a single, low-profit and segmented logistics services in the low-lever logistics market who haven't enough ability to integrate logistics resources. With the opening up of China's logistics market at the end of2005, the foreign logistics giants inroad into China's logistics market and begin a large-scale M&A activity which makes the market share of foreign logistics enterprises continues to improve and the development of China's logistics enterprises become increasingly narrow, the survival status become increasingly grim. Therefore, China's logistics enterprises, especially large-scale logistics enterprises need urgently to improve the capabilities of integrated logistics service as soon as possible to enter the high-lever logistics market to narrow the gap with foreign logistics giants. This paper aims to study how to promote the capabilities of comprehensive logistics services and international competitiveness of China's logistics enterprises through integrated operating model which has a very important theoretical and practical significance.
In this paper, we have a researches along the ideas as following "the question→literature review→the brief statement and basic theory of horizontal integration operation mode of logistics enterprise→the operators pathway of horizontal integration of logistics enterprise:progressive M&A→the three-dimensional model of horizontal integration operating of logistics enterprises→the M&A index of sub-logistics business in horizontal integration process in China→the corresponding strategies of logistics enterprises in China→conclusion and the research direction of the next step". Using qualitative analysis and quantitative analysis, standardize research combining empirical research and basing on the analysis of horizontal integration theory, we have a deep study on the integration operating model of logistics enterprises.
The main content of this paper consists of five parts:the first part (including Chapter1and Chapter2) describes the research background, the purpose and meaning of this paper, the definition of related concepts and domestic and international literature review. The two part (including Chapter3), this section is the brief statement part of the horizontal integration operating model of logistics enterprises. We define the horizontal integration of logistics enterprises, describes the basic theory and point out the wealth effect of horizontal integration operation mode by an empirical study to the listed logistics companies in China, we point out the system optimization effect of horizontal integration operating mode, we have a comprehensive introduction to the development situation of the operating model of horizontal integration of logistics enterprises in China.The third part (including Chapter4. Chapter5and Chapter6) is the part of three-dimensional model. In this part, we point out that progressive M&A to sub-logistics business is an effective way to achieve horizontal integration operating mode, then we refine progressive process of M&A into six operating mode. Basing on this and combinating three main influencing factors of selecting the sub-business operations mode, we build three-dimensional model of horizontal integration operating mode of logistics enterprises by which enterprises can determine the sub-business operating model of logistics enterprises.After that, we take SF Express as an example to inspect and correct the three-dimensional model. In the fourth part (Chapter7), after surveying two sample, we establish a indicator system of M&A index of sub-business which can measure the priority degree of M&A or resources investment. Through the indicator system, we can calculate the M&A Index of sub-logistics business, in this paper, we still take SF Express as an example and calculate the M&A index of its e-commerce business and convenience store business. The five part (including Chapter8and Chapter9) discusses the misuandstanding of horizontal integration operating of logistics enterprises in China and the the coping strategies that large-scale logistics enterprises, small and medium-sized logistics enterprises and the logistics sector in manufacturing enterprises can take. Chapter9is the part of Conclusion.
This paper aims to analysis and argument in-depth how to select the operating mode of sub-logistics business under horizontal integration process, at last, we draw the conclusions (innovation)as following:
(1)We proposed the theoretical system of horizontal integration operatng of logistics enterprises in China and analysis empirically the effect of horizontal integration M&A by taking logistics listed companies as an example.We point out that progressive M&A is an effective way to achieve horizontal integration operating and refine them into six progressive stages of development.
(2)We base on Ballow model of two-dimensional and increase the dimension of market transaction costs to build a three-dimensional model of horizontal integration operating model of logistics enterprises in China that is take three factors for X, Y, Z coordinate axes to build three-dimensional model. These three factors are the strategic position of sub-business of logistics enterprises, the relative resource capacity of logistics enterprises operating sub-business and the transaction costs and risk of the market of sub-logistics business. Meanwhile, we inspect and correct the three-dimensional model by taking SF Express as example and put forward relevant proposals on how to select the integrated operating model to e-commerce business and convenience store business who are being developed in SF Express.
(3)we establish a indicator system of M&A index of sub-business to play a complementary role to the three-dimensional model who can only play a qualitative role. This index system can measure quantitatively the needs of enterprise logistics to mergers and acquisitions of sub-business. When multiple logistics business need to be mergers and acquisitions while the resources of logistics enterprises are limited, decision can be made according to this index system. This index system consists of3primary level indicators,9secondary level indicators and11three level indicators. We have a test to the coefficient of variation and internal consistency of the three indicators and determine the weight of indicators by a large sample.
本文沿着“问题提出→相关文献述评→物流企业横向一体化运营模式概述→物流企业横向一体化运营途径：渐进式并购→物流企业横向一体化运营模式的三维模型→横向一体化进程下我国物流企业子业务的并购指数→我国物流企业的应对策略→结论及下步研究方向”的基本思路开展研究。采用了定性分析与定量分析、规范研究与实证研究相结合的方法,在对横向一体化理论分析的基础上,对物流企业一体化运营模式展开研究。
本文的主要内容包括五个部分：第一部分(包括第一章和第二章)阐述了论文的选题背景、研究目的和意义、相关概念界定及国内外文献综述。第二部分(即第三章)为物流企业横向一体化运营模式的概述部分,给出了物流企业横向一体化运营的定义,阐述了理论基础,通过对我国物流上市公司的实证研究指出横向一体化运营模式的财富效应,指出了横向一体化运营的系统优化效应,对我国物流企业横向一体化运营模式的发展状况进行了全面介绍。第三部分(包括第四章至第六章)为三维模型构建部分,该部分指出对物流企业的子业务进行渐进式并购是物流企业实现横向一体化运营的有效途径,并将子业务的渐进式并购过程细化为六种运营模式,以此为核心,结合子业务运营模式选择的三大主要影响因素,建立了物流企业横向一体化运营模式的三维模型,据此可以判断物流子业务应采用何种横向一体化运营模式,并以顺丰速运为例检验并修正了该三维模型。第四部分(即第七章)经过两轮样本调查建立了一个物流企业子业务并购指数的指标体系,用以衡量物流子业务并购自营或资源投入的优先程度。根据构建的物流企业子业务并购指数的指标体系,可以计算出某个物流企业子业务的并购指数,并以顺丰速运为例,计算了电子商务业务和便利店业务的并购指数。第五部分(包括第八章和第九章)论述了我国物流企业横向一体化运营过程中存在的误区和我国大型物流企业、中小型物流企业、生产企业的物流部门分别可以采取的应对策略。第九章为结论部分。
本文旨在对物流企业在横向一体化运营过程中子物流业务应该选用何种运营模式进行深入分析和论证,得出了如下几点主要结论(创新点)：
(1)提出了我国物流企业横向一体化运营的理论体系,以物流上市公司为例通过实证分析横向一体化并购的效应,并提出了我国物流企业横向一体化运营的途径——渐进式并购,并将其细分为六个渐进化的发展阶段。
(2)以Ballow二维模型为基础,增加了市场交易成本这一维度,构建了我国物流企业横向一体化运营模式的三维模型。即以子物流业务在物流企业中的战略地位、物流企业自身运营该物流子业务的相对资源能力和子物流业务市场的交易成本及风险这三个因素为X、Y、Z坐标轴,建立了物流企业如何选择子业务运营模式的三维模型。同时,以顺丰速运为例检验并修正了该三维模型,并对顺丰速运正在开发的电子商务业务和便利店业务应该选用何种一体化运营模式提出了相关建议。
(3)建立了物流企业子业务并购指数的指标体系,用以对只起到定性作用的三维模型的补充,该指标体系可以对物流企业对物流子业务并购需要程度进行量化,当物流企业有多个物流业务要并购而物流企业的资源相对有限时,可以根据这一指标体系进行决策。在该指标体系中,共包含3个一级指标、9个二级指标和11个三级指标。论文对该三级指标进行了变异系数和内部一致性检验,并通过大样本调查确定了指标的权重。
Logistics industry is a comprehensive service industry which involves many sub-logistics business services such as transportation, warehousing, distribution, distribution processing, declaration, freight forwarding, multimodal transport, courier, logistics program development, capital settlement of the supply chain etc.With the intensification of market competition and the refinement of the social division of labor, more and more enterprises outsource logistics business to professional logistics companies and want to get the whole logistics services as "integrated""one-stop" and "single contact" in order to concentrate superior resources to do core business. However, Most logistics enterprises in China only provide a single, low-profit and segmented logistics services in the low-lever logistics market who haven't enough ability to integrate logistics resources. With the opening up of China's logistics market at the end of2005, the foreign logistics giants inroad into China's logistics market and begin a large-scale M&A activity which makes the market share of foreign logistics enterprises continues to improve and the development of China's logistics enterprises become increasingly narrow, the survival status become increasingly grim. Therefore, China's logistics enterprises, especially large-scale logistics enterprises need urgently to improve the capabilities of integrated logistics service as soon as possible to enter the high-lever logistics market to narrow the gap with foreign logistics giants. This paper aims to study how to promote the capabilities of comprehensive logistics services and international competitiveness of China's logistics enterprises through integrated operating model which has a very important theoretical and practical significance.
In this paper, we have a researches along the ideas as following "the question→literature review→the brief statement and basic theory of horizontal integration operation mode of logistics enterprise→the operators pathway of horizontal integration of logistics enterprise:progressive M&A→the three-dimensional model of horizontal integration operating of logistics enterprises→the M&A index of sub-logistics business in horizontal integration process in China→the corresponding strategies of logistics enterprises in China→conclusion and the research direction of the next step". Using qualitative analysis and quantitative analysis, standardize research combining empirical research and basing on the analysis of horizontal integration theory, we have a deep study on the integration operating model of logistics enterprises.
The main content of this paper consists of five parts:the first part (including Chapter1and Chapter2) describes the research background, the purpose and meaning of this paper, the definition of related concepts and domestic and international literature review. The two part (including Chapter3), this section is the brief statement part of the horizontal integration operating model of logistics enterprises. We define the horizontal integration of logistics enterprises, describes the basic theory and point out the wealth effect of horizontal integration operation mode by an empirical study to the listed logistics companies in China, we point out the system optimization effect of horizontal integration operating mode, we have a comprehensive introduction to the development situation of the operating model of horizontal integration of logistics enterprises in China.The third part (including Chapter4. Chapter5and Chapter6) is the part of three-dimensional model. In this part, we point out that progressive M&A to sub-logistics business is an effective way to achieve horizontal integration operating mode, then we refine progressive process of M&A into six operating mode. Basing on this and combinating three main influencing factors of selecting the sub-business operations mode, we build three-dimensional model of horizontal integration operating mode of logistics enterprises by which enterprises can determine the sub-business operating model of logistics enterprises.After that, we take SF Express as an example to inspect and correct the three-dimensional model. In the fourth part (Chapter7), after surveying two sample, we establish a indicator system of M&A index of sub-business which can measure the priority degree of M&A or resources investment. Through the indicator system, we can calculate the M&A Index of sub-logistics business, in this paper, we still take SF Express as an example and calculate the M&A index of its e-commerce business and convenience store business. The five part (including Chapter8and Chapter9) discusses the misuandstanding of horizontal integration operating of logistics enterprises in China and the the coping strategies that large-scale logistics enterprises, small and medium-sized logistics enterprises and the logistics sector in manufacturing enterprises can take. Chapter9is the part of Conclusion.
This paper aims to analysis and argument in-depth how to select the operating mode of sub-logistics business under horizontal integration process, at last, we draw the conclusions (innovation)as following:
(1)We proposed the theoretical system of horizontal integration operatng of logistics enterprises in China and analysis empirically the effect of horizontal integration M&A by taking logistics listed companies as an example.We point out that progressive M&A is an effective way to achieve horizontal integration operating and refine them into six progressive stages of development.
(2)We base on Ballow model of two-dimensional and increase the dimension of market transaction costs to build a three-dimensional model of horizontal integration operating model of logistics enterprises in China that is take three factors for X, Y, Z coordinate axes to build three-dimensional model. These three factors are the strategic position of sub-business of logistics enterprises, the relative resource capacity of logistics enterprises operating sub-business and the transaction costs and risk of the market of sub-logistics business. Meanwhile, we inspect and correct the three-dimensional model by taking SF Express as example and put forward relevant proposals on how to select the integrated operating model to e-commerce business and convenience store business who are being developed in SF Express.
(3)we establish a indicator system of M&A index of sub-business to play a complementary role to the three-dimensional model who can only play a qualitative role. This index system can measure quantitatively the needs of enterprise logistics to mergers and acquisitions of sub-business. When multiple logistics business need to be mergers and acquisitions while the resources of logistics enterprises are limited, decision can be made according to this index system. This index system consists of3primary level indicators,9secondary level indicators and11three level indicators. We have a test to the coefficient of variation and internal consistency of the three indicators and determine the weight of indicators by a large sample.
引文
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