BPR Of Value-added Service For Hitachi Global HK Logistic Centre

With the liberalization of world transportation and improvements on modern information technology, Third-Party Logistics as an emerging field has gradually develops into the theme of modern logistics industry. Third-party logistics can reduce logistics cost, enable manufacturers to focus on core business. Value-added service can further reduce logistics cost, improve customer satisfaction and enhance the overall performance of supply chain. Value-added service means customization, personalization and innovation activities which beyond traditional logistics business, although it’s hard to provide. Currently, the ability to provide value-added service has become the measurement of competitiveness for third-party logistics companies.Base on above background, I have analyzed relevant theories. Firstly, this dissertation introduces the current situation and development direction of third-party logistics and third-party value-added service. It provides an overview on the research situation in both home and abroad, systematically describes the features, processes and methods of business process reengineering. Then the paper use Hitachi Global Storage Technology Hong Kong Logistics Center as an example. Base on this logistics center’s existing procedures and service type, this paper analyzes its requirements for value-added services on personalization, customization and rapid response. These requirements are actually the inherent demand for companies to develop value-added services. After that, this paper elaborates the obstacles to carry out value-added service for both manufacturers and third-party logistics companies. Once identifies the requirements and obstacles for value-added service, this paper presents a detailed value-added service program. This program provides new business processes and optimization recommendations on four aspects, including reprocessing, sorting and packing, information system, and reverse logistics, which also corresponds to the previous requirements. Finally, the paper analyzes the safeguard measures needed for business reengineering of value-added service, including management concepts change, innovation culture cultivation as well as information technology implementation.This paper combines theory with practice, put value-added service and business reengineering theory into daily management of Hitachi Global Storage Technology Hong Kong Logistics Center, which can make a good example for other electronics manufacturers or third-party logistics companies who operates electronics products.