| 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 questionâ†'literature reviewâ†'the brief statement and basic theory of horizontal integration operation mode of logistics enterpriseâ†'the operators pathway of horizontal integration of logistics enterprise:progressive M&Aâ†'the three-dimensional model of horizontal integration operating of logistics enterprisesâ†'the M&A index of sub-logistics business in horizontal integration process in Chinaâ†'the corresponding strategies of logistics enterprises in Chinaâ†'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. |
PDF Full Text Request