碩士 / 國立臺北大學 / 企業管理學系碩士在職專班 / 107 / With insight into the future demographic development trends, changes in the population and age structure are important crucial elements to the labor-intensive home delivery industry. The purpose of this study is to explore the changes, rising laborer awareness, increasingly stringent labor inspections, and e-commerce retail markets without physical stores achieving steady growth. How the leading home delivery companies in Taiwan and Japan, namely, President Transnet Corp. and Yamato Logistics underwent transformation targeting their business modes to cope with the impact of the general environment on the home delivery industry.
This study explored the current situation of Taiwan and Japan’s home delivery industry, including the definition of home delivery, analysis of the current home delivery industry situation, business model, development relationship with e-commerce, key success factors, etc. In addition, an in-depth exploration of the business strategic direction and plan set by the case companies President Transnet Corp. and Yamato Logistics was also carried out.
The business model changes proposed by the two case companies in the face of low birth rates and manpower recruitment difficulty include:
I. Business Structure Adjustment: Targeting the “list prices” of home delivery freight and the contract customers’ quotations, adjustments were made. The companies moderately adjusted as a coping measure in compliance with the law and sustainable development.
II. Business Hours Adjustment: The “business model” of President Transnet was adjusted from “24-7” to “Closed on Sundays”; the original continuous “delivery times” were adjusted to “13:00-14:00 one-hour non-delivery time”. Yamato Logistics also cancelled the “12-00-14:00 delivery time”, so that the on-site delivery personnel could have normal meals and take proper rest. This adjustment allowed employees to maintain balance between work and life and have more willingness to stay on the job.
III. Quantity Control, Deletion, and Development of Value-added Customers: In addition to adjusting the prices targeting the contract customers, the two companies even deleted customers unable to cooperate with the price adjustments. This is to prevent occupying existing human and vehicle resources due to excessive parcels with low gross profits and even affecting the quality of services for golden small-sized customers and general consumers.
IV. Yamato Logistics has created the “smart locker”, hoping to resolve the issue of “second deliveries” by site personnel when recipients are not home and expand last-mile contact points. President Transnet Corp. has also benchmarked Yamato Logistics and the Industrial Technology Research Institute to collaborate on the “Smart Locker” Project. However, more than a year after the testing, the ratio of “smart locker” usage remained low, and thus the project promotion was put on hold.
Targeting the above research results, T-Cat adhering by the corporate guideline of “prioritizing services” and corporate “sustainable development” has provided the following pointers as a reference for President Transnet Corp. and home delivery operators.
1. After President Transnet Corp. optimizes the business structure adjustment to a certain extent, different “Sunday” freight pricings may be proposed according to the market mechanism in order to serve Sunday home delivery customers and re-launch the “24-7” mode.
2. Take advantage of the 5,400 convenience stores, transferring parcels of President Transnet Corp. requiring “second deliveries” to “collect in the store”.
3. Create differentiation to enhance added value and increase the unit price. At present, the three delivery times provided by President Transnet Corp. have been adjusted to the five delivery times of Yamato Logistics. In addition to enhancing the satisfaction of recipients, delivery efficiency can also be boosted.
4. Accelerate the importation of automation and intelligent equipment to solve the problem of inadequate manpower.
Keywords: Home delivery, Labor population, Business strategy, President Transnet Corp., Yamato Logistics
| Identifer | oai:union.ndltd.org:TW/107NTPU1121006 |
| Date | January 2019 |
| Creators | HSU,CHI-CHIH, 徐啓智 |
| Contributors | CHEN,DAR-HSIN, 陳達新 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 66 |
Page generated in 0.0145 seconds