定价！ 东莞快名大进出口贸易公司 家 关于我们 单位 最新消息 托运人 问询处 满载（FTL） 干货车 请求报价 载体 文件 联系我们 货运横幅.jpg 货运物流公司是波特兰地区的货运经纪人。我们是一家提供全国性服务的货运物流公司。 定价！ 货运经纪公司 欢迎来到Freight Logistix，LLC，波特兰地区首屈一指的货运经纪人。 “我们的设计是为了交付！” 欢迎来到波特兰地区的货运物流有限公司。我们是全国首屈一指的货运经纪人。我们的任务是提供完整的网络可见性、卡车可用性，并减少货运开支。Freight Logistix是一家以“轻资产”为基础的物流公司，由On-Track Express LLC的广泛资源支持。在过去6年多的时间里，波特兰的On-Track Express一直在北美提供全面的运输解决方案。轨道快运隶属于货运物流公司。OnTrackExpress致力于帮助您获得竞争优势，为您提供所需的能力，帮助您提高准时提货、准时交货、最大限度地降低索赔率，并改善您在货运物流方面的财务表现。 公司核心价值观。 通过优秀的货运代理服务为客户创造价值，并注重持续改进。诚信。 承诺。 致力于在物流和运输解决方案中提供最好的货运代理服务。 可利用性。 我们的货运代理人员24小时为您提供所有运输需要。 关系。 关系建立在信任的基础上，并通过关注货运代理有关您运输需求的所有方面的详细信息。 执行。 当我们为您设定期望值时，我们的工作不仅要满足，而且要在100%的时间内超越它们。 Freight Logistix，LLC是OnTrack Express LLC的经纪公司。我们在您需要时使用OnTrack Express专用卡车，并在您需要更多时通过批准的专用合同审查承运人网络。 我们的货运代理客户不得不说。。。 “与Freight Logositx LLC合作使我的工作变得更轻松。我相信货运物流公司的名字和承诺，因为他们的团队努力为我们的利益。除了是真正的专业人士，货运物流公司与我们进行有效的沟通和合作，以达到公平的价格点。很高兴有货运物流公司的团队与我们一起，并知道我的货物将得到妥善及时的处理。” -Taylor Thomas@Nelsons&Sons，Inc.（物流经理） “在我看来，货运物流就像我过去使用的任何其他货运经纪服务一样。使用这些服务的好处是无价的。货运物流公司将继续处理我所有的FTL，LTL货运业务。很高兴认识一家仍然重视客户服务的公司。” -James Hambly@American Pacific Paneling（交通经理） 联系我们的LinkedIn社区！点击这里！ 商业会员和荣誉 让我们在波特兰地区为您赢得货运代理业务！ 请求报价 东莞快名大进出口贸易公司特兰，或地区。 版权所有©2017 freightlogistix.biz

家 订阅 加入CSCMP 提交 新闻稿 媒体文件 接触 CSCMP的供应链季度 物流 金融学 全球的 物流 制造业 采购 技术 当前问题 档案 视频 网络广播 白皮书 2020年4月16日下午1:18 搜索 工业新闻室 从MRFR、fortune business insight、BluJay Solutions and Loadsmart、Smart Cube、fortune business Insights Pvt.Ltd.等网站阅读最新行业新闻 更多行业新闻 提交贵公司的新闻 最受欢迎的文章 一。你现在应该做的10个最佳实践 2。供应链战略：哪一个符合标准？ 三。从豆子到杯子：星巴克如何改变其供应链 四。7种降低供应链成本的方法 5个。2019年十大供应链风险 6。从豆子到杯子：星巴克如何改变其供应链 7号。供应链成功的关系 8个。高运输成本的真正影响 9号。由于关闭和隔离，冠状病毒延误了国际运输 10个。成功供应链协作的六个步骤 来自我们姊妹刊物的消息 直流速度 跳高品牌更名为母公司Korber 德马蒂克收购物流自动化软件公司 右手机器人在欧洲的发展 美国拖车租赁集团收购Advantage拖车租赁 BluJay Solutions收购权宜之计软件 物流 高运输成本的真正影响 作者：Dawn Russell、John J.Coyle、Kusumal Ruamsook和Evelyn A.Thomchick 评论 高昂的运输成本正在推动供应链战略的三大转变。这些变化不仅对运输预算，而且对更广泛的供应链和财务业绩产生了有益的影响。 在20世纪90年代和21世纪上半叶，运输服务的高可用性和低成本（相对于持有库存的成本）鼓励组织强调通过准时交货等方式向客户快速、频繁交货。但在过去的十年里，情况发生了巨大的变化，越来越多的公司开始质疑这种长期存在的战略。这些“游戏改变者”变化无常，油价不断攀升，货运服务供需失衡。这些现实导致了高昂的运输成本，高到足以使企业在其供应链战略中做出运输驱动的转变。 三个这样的转变在今天产生了显著的影响。首先是从离岸外包转向近支撑采购策略，以减少运输里程数。第二个转变是从设计产品和包装的适销性和更有效的生产也包括设计“可运输性”的考虑。这些措施包括：为个别产品的尺寸和尺寸定制包装，以节省空间，便于搬运；为运输中的货物提供保护；以及促进卸货、重新包装和重新装载的多个过程。三是从精益库存战略向混合精益库存/运输战略的转变。 物品数字 [图1]世界原油价格 [图1]世界原油价格放大这一形象 [图2]来自主要贸易地区的美国进口价值增长率 [图2]来自主要贸易地区的美国进口价值增长率扩大了这一形象 [图3]战略利润模型 [图3]战略盈利模式扩大了这一形象 [图4]交通驱动的战略转变及其与董事会的联系 [图4]交通驱动的战略转变及其与董事会的联系放大了这一形象 这些运输驱动的供应链战略转变旨在缓解运输挑战，并实现这些目标。但人们并没有广泛认识到，它们的好处远远不止于此。正如我们将要解释的，它们也有助于改善一个组织更广泛的供应链和财务业绩。 为什么价格高？ 运输成本上升的背后是多种因素和经济发展的共同作用。当今交通挑战的核心是油价。大多数运输方式的货物运输仍然主要依赖于越来越昂贵和有限的矿物燃料，主要是柴油。据美国能源情报署（U.S.Energy Information Administration）称，原油价格是影响柴油价格变化的主导因素。1如图1所示，自2000年代中期以来，原油价格大幅上涨，但并不是以可预测的模式上涨。 运输成本的一个同样有影响的因素，即货物运输服务的供需不平衡，是贸易增长超过运输服务可得性的影响，以至于在美国造成了严重的拥挤和能力限制问题。近10年来，美国国际贸易显著增长 HOME SUBSCRIBE JOIN CSCMP SUBMISSIONS NEWSLETTERS MEDIA FILE CONTACT CSCMP's Supply Chain Quarterly Logistics FINANCE GLOBAL LOGISTICS MANUFACTURING PROCUREMENT TECHNOLOGY CURRENT ISSUE ARCHIVES VIDEO WEBCASTS WHITE PAPERS April 16, 2020 | 1:18 PM Search Industry Press Room Read the latest industry news from MRFR, fortune business insight, BluJay Solutions and Loadsmart, The Smart Cube, Fortune Business Insights Pvt. Ltd., and more » More industry news » Submit your company's news Most Read Articles 1. 10 best practices you should be doing now 2. Supply chain strategies: Which one hits the mark? 3. From bean to cup: How Starbucks transformed its supply chain 4. 7 ways everyone can cut supply chain costs 5. The top 10 supply chain risks of 2019 6. From bean to cup: How Starbucks transformed its supply chain 7. Relationships for supply chain success 8. The real impact of high transportation costs 9. Coronavirus delays international shipments amid closures and quarantines 10. Six steps to successful supply chain collaboration News from our sister publication DC Velocity HighJump rebrands name to parent company Korber Dematic acquires logistics automation software company RightHand Robotics expands in Europe American Trailer Rental Group acquires Advantage Trailer Leasing BluJay Solutions acquires Expedient Software LOGISTICS The real impact of high transportation costs By Dawn Russell, John J. Coyle, Kusumal Ruamsook and Evelyn A. Thomchick | From the Quarter 1 2014 issue Comment High transportation costs are driving three main shifts in supply chain strategies. These changes are having a beneficial impact not just on transportation budgets but also on broader supply chain and financial performance. During the 1990s and the first part of the 21st century, the high availability and low cost of transportation services relative to the cost of holding inventory encouraged organizations to emphasize fast, frequent delivery to customers through such means as just-in-time delivery. But things have changed dramatically in the last decade, and companies increasingly are calling such long-standing strategies into question. The "game changers" are volatile, escalating oil prices and an imbalance of supply and demand for freight transport services. These realities have led to high transportation costs—high enough to cause companies to make transport-driven shifts in their supply chain strategies. Three such shifts are having a notable impact today. The first is a shift from offshoring to nearshoring sourcing strategies in an effort to reduce the number of miles shipments travel. The second is a shift from designing products and packaging for marketability and more efficient production toward designs that also incorporate "shipability" considerations. These include: customizing packaging for individual products' sizes and dimensions for space efficiency and easy handling; providing protection of goods in transit; and facilitating multiple processes of offloading, repackaging, and reloading. The third is a shift from lean inventory strategies to hybrid lean inventory/transportation strategies. Article Figures [Figure 1] World crude oil price [Figure 1] World crude oil price Enlarge this image [Figure 2] Growth rates in U.S. import value from top trading regions [Figure 2] Growth rates in U.S. import value from top trading regions Enlarge this image [Figure 3] Strategic profit model [Figure 3] Strategic profit model Enlarge this image [Figure 4] Transport-driven shifts in strategies and their connections to the boardroom [Figure 4] Transport-driven shifts in strategies and their connections to the boardroom Enlarge this image These transport-driven shifts in supply chain strategies are designed to ameliorate transportation challenges, and they achieve those objectives. But it is not widely recognized that their benefits go well beyond that. As we will explain, they also contribute to improvement in an organization's broader supply chain and financial performance. Why are prices high? A conjunction of factors and economic developments lies behind rising transportation costs. At the center of today's transport challenges are oil prices. Freight movement in most modes remains largely dependent on ever-more expensive and finite fossil fuels, primarily diesel fuel. According to the U.S. Energy Information Administration, the price of crude oil is the dominant factor influencing changes in diesel prices.1 As depicted in Figure 1, crude prices have risen significantly since the mid-2000s, but not in a predictable pattern. An equally influential factor in transportation costs, the demand-supply imbalance of freight transport services, is a repercussion of trade growth that has outpaced the availability of transport services to such an extent that it has led to serious issues of congestion and capacity constraint in the United States. The remarkable growth in U.S. international trade in the last 10 years has resulted in rapid growth of traffic volumes throughout the nation's transport system. This is likely to get worse in the coming decades. Despite a significant drop in total freight volume during the depths of the 2008-2010 recession, economic conditions are improving, and it is projected that freight volume will grow 68 percent by 2040, with particularly strong growth in international freight.2 International trade growth places pressure not just on U.S. gateway ports but also on inland transportation systems and service availability. Simply put, more goods entering through the ports means more domestic moves to deliver these goods to their destinations. Moreover, as ships increase in size, demand for inland transportation services also grows. This becomes clearly evident when one considers that the average size of container ships calling at U.S. ports has grown rapidly in the past few years. To put this trend in perspective, the average size of container ships in 1997 was 1,581 TEUs (20-foot equivalent units). By 2007, the average had grown to 2,417 TEUs, and in early 2012, it reached 3,074 TEUs. More telling, perhaps, is that by that point, containerships of more than 18,000 TEUs were already on order, and 22,000-TEU ships were being discussed.3 Thus, whereas in the past a single ship might have discharged 2,000 or so containers to be moved via truck and rail to inland destinations, today the number of inland moves generated by a single ship can be more than five times as large. It is no surprise, therefore, that capacity constraints are particularly severe at major truck and freight rail corridors linking major seaports to inland destinations.4 This supply constraint is compounded by the fact that resources for investment in transportation infrastructure are limited. The end-of-year balance of the Highway Trust Fund (HTF) is declining. The HTF is a U.S. federal government program that is funded by a variety of transportation-related taxes, such as those on fuel, tires, heavy vehicle use, truck and trailer sales, and so forth. The money is distributed among the U.S. states to help pay for highway construction and maintenance. It is estimated that the HTF will experience a deficit sometime in fiscal year 2015, and that it will suffer an estimated cumulative shortfall of about US $92 billion by 2023.5 The dominant mode of U.S. freight transportation—truck transportation—inevitably will be adversely affected by such shortfalls. In essence, persistent oil price volatility and capacity constraints mean that high-priced transportation is here to stay. As a result, managing transportation costs is more important than ever for preserving margins and profitability as well as improving supply chain performance. The effect on strategy A business environment that is being strangled by volatile oil prices and high-cost transportation solutions has prompted organizations to rethink their supply chain strategies. Three transport-driven shifts in supply chain strategy in particular have emerged and are gaining ground: A shift from offshoring to nearshoring A shift from product design for marketability and production to design for "shipability" A shift from lean inventory policies to hybrid lean transport/inventory policies The results we have observed at several companies that have adopted these shifts in strategy indicate that their benefits go beyond ameliorating transportation challenges. These shifts also help to improve both supply chain and financial performance due to lower costs and more productive investments. The following is a brief description of each of these strategic shifts and its impact on supply chain and financial performance. Shift 1: From offshoring to nearshoring sourcing strategies to reduce the number of miles traveled Observation: This shift is driving a change in sourcing strategy. Instead of procuring supplies and outsourcing manufacturing wherever it is cheapest to do so, more companies are now concentrating on performing those activities as close to end markets as possible. The growing attraction of sources in the United States, for example, can be gauged from the recent changes in U.S. imports depicted in Figure 2. Year-to-year growth rates of imports from low-cost, long-distance sources in Asia dropped sharply around the time of the oil-price peak in 2008. This is in noticeable contrast to the sharp increase in imports from near-shore sources in North America, Latin America, and the Caribbean during the same time period. Supply chain impact: With supply sources moving closer to end consumers, the international transportation component of a supply chain is shortened, and distance-driven costs are reduced. Moreover, sourcing from near-shore sources—in the case of the United States, from North America, Latin America, and the Caribbean—offers other advantages. For example, by bringing imports from Latin America and the Caribbean through entry points on the U.S. East Coast, shippers not only can avoid the congestion on the U.S. West Coast that periodically affects inbound cargo from Asia, but they also can bypass the more expensive cross-country movements from West Coast ports to population centers in the east. The shortened distance and reduced risk of port congestion and associated delays also mean that companies can more quickly adjust freight movements to changes in customer demand. Overall, then, this shift is both cost-advantageous and beneficial to customer responsiveness. Financial impact: Sourcing strategies that focus on nearshoring in an attempt to reduce the length of the transportation pipeline are positively impacting freight costs, revenue, and current assets pertinent to inventory. Freight costs are reduced because nearshoring means fewer miles traveled, and thus lower distance-driven transportation costs and less fossil fuel burned. Revenue is improved because nearshoring means being closer and more responsive to the market, allowing businesses to make adjustments to order fulfillment with shorter lead times than if they were sourcing from Asia. Current assets are reduced because nearshoring shortens lead times and the uncertainty associated with the lengthy ocean line haul for Asia-sourced goods. As a result, less in-transit inventory and safety stocks are required to buffer against that uncertainty. Shift 2. From product and package designs for marketability and production toward designs that also incorporate "shipability" considerations Observations: Many companies are revising package and product designs to reduce weight and increase shipment density. For instance, some have reformulated such products as laundry detergent, dishwashing liquid, dairy powder, and fruit juice to make them concentrated and physically more compact. Some manufacturers have redesigned rolled consumer products like aluminum foil and toilet paper so that the cardboard tube in the center is smaller, or they have even eliminated the tube altogether. Like the products themselves, packaging is being redesigned to optimize package size and weight for the contents through package reconfiguration, the use of lighter-weight materials, and the elimination of unnecessary packaging layers, such as outer cartons and shrink-wrap film. More products in lighter, smaller package sizes are appearing in retail stores. There are many examples of this trend. The manufacturers of Windex and Method cleaning products, for instance, have introduced refills in flexible pouches, as opposed to the traditional hard-plastic bottles. Ragú and Bertolli now offer pasta sauces in flexible pouches as well as in the typical glass and plastic jars, and many manufacturers package soup in aseptic cartons in addition to metal cans. They are far from alone: According to a Grocery Manufacturers Association survey of its members, the number of packaging improvements implemented by companies in the consumer products industry has been increasing each year, resulting in more than 1.5 billion pounds of packaging avoided from 2005 to 2010.5 Supply chain impact: This "don't ship air, don't ship water" approach to package and product design helps to reduce shipping weight, size, and materials while maintaining the products' appeal and convenience for consumers. These changes translate into savings in freight costs, packaging costs, and space utilization. Financial impact: Freight costs are reduced because the reduction in package size and weight, as well as the use of fewer packing materials, allow more goods to be shipped in one truck, container, or other conveyance. Moreover, a larger number of smaller-size containers, such as those described above, can fit within a manufacturer's allotted retail shelf space. Thus, revenue is enhanced through better utilization of valuable shelf space. Shift 3: From lean inventory strategies to lean inventory-transport hybrid strategies Observation: Lean theory and practice, which seek to reduce inventory costs, evolved back when oil, which accounts for 98 percent of energy consumption in transportation, was around US $25 per barrel. Common transportation strategies of companies that implement lean principles include just-in-time delivery; small, fast, and frequent shipments; and using a dedicated fleet—all of which depend on cheap transportation. However, as oil prices escalate, the importance of transportation economies of scale (achieved by making larger and less-frequent shipments) increases, and trade-offs between inventory and transportation costs become more important.6 As a result, companies have shifted to inventory/transport hybrid strategies that not only focus on safety-stock and cycle-stock policies but also consider the benefits of lower transportation costs. A number of popular techniques corresponding to this shift have emerged. First, shippers are paying closer attention than ever to shipment consolidation. They are examining their own shipping patterns to find opportunities to consolidate their shipments, and are considering potential leverage to be gained from using a third-party logistics provider (3PL) as a matchmaker for shipments along shared routes. Second, they also are focusing on building consolidated, multiproduct containers, pallets, or cartons to optimize capacity utilization. And finally, shippers are becoming more astute in evaluating alternative modes of transportation to cope with high transportation costs. This means looking increasingly to intermodal rail services, instead of trucking services, for long-haul freight.7 Supply chain impact: These shifts toward shipment consolidation reflect lean inventory/transportation hybrid strategies in which lower transportation costs offset increased inventory carrying costs. Shipping larger loads translates into higher levels of inventory on hand, and the longer transit times associated with intermodal rail versus truck mean higher costs for in-transit inventory and safety stock. But these inventory-cost increases are offset by freight-cost reductions achieved through improved shipment economies, fewer empty runs, and better vehicle utilization. Financial impact: Freight-cost reduction is made possible by trading off marginal transportation costs for inventory holding costs. At the same time, revenue is enhanced because more inventory is readily available to fill orders with shorter lead times. The substitution of inventory for transportation costs by no means suggests that inventory will become a less significant factor influencing total logistics costs. On the contrary, these hybrid strategies emphasize balancing the cost of transportation and the cost of carrying inventory, which includes interest, taxes, obsolescence, depreciation, and insurance. The fact that interest rates have followed a downward trend since the middle of 2000 and have remained essentially unchanged since 2008 contributes favorably to this shift in supply chain strategies.8 Key takeaways In this article, we observe and highlight three shifts in supply chain strategy in response to higher costs of transportation. Based on this exercise, we underscore that those strategic shifts represent the manifestation of a renewed focus on the long-established principles of transportation management that distance, density, and shipment size are key drivers of transportation costs. In considering distance, logistics and supply chain managers are exhibiting renewed interest in the extent to which components and finished goods travel along the supply chain. Sourcing strategies that focus on pursuing low costs for labor and raw materials from overseas sources have given way to strategies that consider sources in closer geographic proximity in order to reduce distance-driven transportation costs. In terms of shipment density, previously overlooked density-dampening factors, such as unfilled space within packages (air) and volume-adding ingredients (water), have lately drawn shippers' attention relative to the impact they have on transportation costs. Managers now strive to avoid paying to ship air and water by focusing more on the designs of products and packaging for shipability, as opposed to designs for marketability and production alone. Shippers are also controlling shipment size to reduce per-unit transportation costs. The widely practiced lean inventory approach favors minimizing inventory costs at the expense of transportation costs, due to the requirement for small and frequent shipments. In an environment where transportation costs are high, however, managers have become more astute in regard to shipment size, migrating from lean inventory to a hybrid transport/inventory strategy. They engage in freight consolidation (either among their own business units or by leveraging third parties), and select transportation modes that facilitate less-frequent, larger shipments of freight when it is appropriate. While the direct benefits of the strategic shifts outlined in this article target reduced transportation costs, we articulate through the lenses of the Strategic Profit Model9 in Figure 3 that they also favorably contribute to other factors impacting supply chain and corporate financial performance (see Figure 4). Considering the long-established principles in transportation management through this new light, we recommend three simple rules for managers who are navigating the continuing challenges of high oil prices and transport service constraints: count the miles; don't ship air and water; and consolidate, consolidate, consolidate. Notes: 1. U.S. Energy Information Administration, "Diesel Fuel Explained: Factors Affecting Diesel Prices,". 2. U.S. Federal Highway Administration, Freight Facts and Figures 2009 (issued 2010); Freight Facts and Figures 2010 (issued 2011). 3. United Nations Conference on Trade and Development (UNCTAD), Review of Maritime Transport 2012. 4. U.S. Federal Highway Administration (2011). 5. Sarah Puro, "Statement for the Record: Status of the Highway Trust Fund," prepared for the Committee on the Budget, U.S. House of Representatives, April 24, 2013. 5. GMA–Grocery Manufacturers Association, Reducing Our Footprint: The Food, Beverage and Consumer Products Industry's Progress in Sustainable Packaging, March 2011, p. 2. 6. David Simchi-Levi, "How Volatile Oil Prices Will Rock the Supply Chain," CSCMP's Supply Chain Quarterly, Quarter 4/2011, pp. 52-56. 7. Dan Gilmore, "Supply Chain News: Ideas for Reducing Transport Costs Given Rising Fuel Prices," Supply Chain Digest, May 12, 2011; Jane Gray, "A Transport of Delight: Reducing Costs in the Manufacturing Supply Chain," The Manufacturer, March 16, 2012. 8. FedPrimeRate.com, "Wall Street Journal Prime Interest Rate History," 2014. 9. J.J. Coyle, C.J. Langley Jr., B.J. Gibson, R.A. Novack, and E.J. Bardi, Supply Chain Management: A Logistics Perspective, 9th ed. (Mason, Ohio: South-Western Cengage Learning, 2013). Dawn Russell is Assistant Professor of Transportation and Logistics at Coggin College of Business, University of North Florida. John J. Coyle is Professor Emeritus of Logistics and Supply Chain Management at Smeal College of Business, Pennsylvania State University. Kusumal Ruamsook is a research associate at The Center for Supply Chain Research, and instructor in supply chain management at the Smeal College of Business, at The Pennsylvania State University. Evelyn A. Thomchick is Associate Professor of Supply Chain Management at Smeal College of Business, Pennsylvania State University. Email Dawn Russell Email John J. Coyle Email Kusumal Ruamsook Email Evelyn A. Thomchick JOIN THE DISCUSSION After you comment, click Post. If you're not already logged in, you will be asked to log in or register. Want more articles like this? 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我们是谁 我们所做的 我们工作的地方 理解贫困 与我们合作 搜索 了解贫困话题 互联互通、物流和贸易便利化 促进边境、边境后和境外的贸易 促进边境、边境后和境外的贸易 现代国际贸易时代是人、公司和组织之间日益复杂的互动时代。供应链跨越国家和地区。贸易已成为一项24/7的业务，良好的贸易表现不仅需要公路、铁路和海洋的连通性，还需要电信、金融市场和信息处理的连通性。运输、物流和与贸易有关的基础设施系统效率低下或不足，会严重阻碍一个国家在全球范围内的竞争能力。 这种日益增长的复杂性对世界上的穷人产生了严重影响，他们往往与全球、区域甚至地方市场脱节。贫穷往往集中在国家内部和国家之间与活跃的经济中心联系不良的地理区域。例如，这些贫困地区可能靠近充满活力的城市市场，但在经济上与之隔绝。他们往往也缺乏与金融、经济、信息和基础设施网络的良好联系。这些领域的公司和社区错失了发展有技能、有竞争力的劳动力的机会；它们没有融入全球生产链，也无法使其产品和技能多样化。 根据消除极端贫穷和增加共同繁荣的双重目标，世界银行集团的专家与发展中国家的决策者和私营部门的领导人合作，加强连通性和促进贸易。发展中国家，特别是内陆国家，在解决贸易便利化问题方面面临着相当大的挑战。认识到这一点，世界银行集团在互联互通、物流和贸易便利化方面进行了大量投资。 供应链连接和物流 在当今的贸易环境中，让企业和人们更容易获得机会、市场和供应链是最基本的。连通性包括物理设施、服务和便利货物和人员在境内和跨境流动的方式，而不论其在网络中的相对位置如何，例如枢纽或支线、中心或远程。一个经济体的连通性取决于其所有合作伙伴的连通性。了解连通性有多好或有多有限需要有关贸易成本和经济距离的信息，这些信息反映了作为买方或供应商进入市场的平均成本。分析单位可以不同：网络可以是全球性的、区域性的或次国家性的。连通性将贸易与交通、创业和地区发展联系起来。 世界银行集团在互联互通和物流绩效评估方面处于领先地位，在海关和边境管制方面处于领先地位，是贸易便利化的关键一环。 海关和边境管理 世界银行集团多年来一直积极支持海关改革和边境管理现代化。过去20年，世行集团投资了120多个项目，以改善边境机构面临的挑战。目前的贸易组合包括大约3亿美元的边境相关业务和技术援助方案。 世界银行集团的项目包括应用技术解决办法，以支持提高透明度和效率，并支持协同边界管理办法。这一议程的工作遍及所有区域，海关和边境管理专家提供咨询和项目实施支持，以及实用工具包和知识产品。世界银行集团大力支持执行世界贸易组织（世贸组织）贸易便利化协定和采用其他国际标准。 我们工作涉及的问题包括： 贸易基础设施投资，特别是沿主要路线的投资 物流和运输服务 区域贸易便利化和贸易走廊 过境和多式联运 海关和边境管理 港口效率 世界银行专家为从业人员和决策者编制了一系列报告和工具包，以支持各国改善全球贸易连通性、物流绩效以及海关和边境管理。 这些产品包括一个数据集，为物流绩效提供全面的跨国基准；一个贸易和运输便利化诊断工具包；一个评估物流能力和技能的工具包；以及一系列处理简化海关和边境问题的手册 Learn how the World Bank Group is helping countries with COVID-19 (coronavirus). Find Out The World Bank Working for a World Free of Poverty WHO WE ARE WHAT WE DO WHERE WE WORK UNDERSTANDING POVERTY WORK WITH US Search Understanding Poverty Topics CONNECTIVITY, LOGISTICS & TRADE FACILITATION Facilitating Trade at the Border, Behind the Border, and Beyond Facilitating Trade At The Border, Behind The Border, And Beyond The modern era of international trade is one of increasingly complex interactions between people, firms, and organizations. Supply chains cross countries and regions. Trade has become a 24/7 business and good performance in trade requires connectivity along not only roads, rail, and sea, but in telecommunications, financial markets and information-processing. Having inefficient or inadequate systems of transportation, logistics, and trade-related infrastructure can severely impede a country’s ability to compete on a global scale. This increasing complexity has serious implications for the world’s poor, who often are disproportionately disconnected from global, regional – or even local – markets. Poverty is often concentrated in geographic areas that are poorly connected to active economic centers, within and between countries. These pockets of poverty may be close to dynamic, urban markets, for example, but economically isolated from them. They often lack good connections to financial, economic, information, and infrastructure networks, too. Firms and communities in these areas miss opportunities to develop skilled, competitive workforces; they are not integrated in global production chains and are less able to diversify their products and skills. In line with twin goals of eradicating extreme poverty and increasing shared prosperity, experts in the World Bank Group work with developing country policymakers and private sector leaders to increase connectivity and facilitate trade. Developing countries -- especially those that are landlocked -- face considerable challenges when it comes to tackling trade facilitation issues. Recognizing this, the World Bank Group invests heavily in connectivity, logistics and trade facilitation. Supply chain connectivity and logistics Making it easier for firms and people to access opportunities, markets, and supply-chains is fundamental in today’s trade environment. Connectivity encompasses physical facilities, services, and ways to facilitate the movement of goods and people within and across borders regardless of their relative position within a network, e.g. hub or feeder, central or remote. The connectivity of one economy depends on the connectivity of all its partners. Understanding how well or how limited connectivity requires information about trade costs and economic distance, which reflect the average cost to access markets as a buyer or supplier. The unit of analysis can vary: networks can be global, regional, or sub-national. Connectivity links trade with transportation, entrepreneurship, and territorial development. The World Bank Group is a leader in connectivity and logistics performance evaluation, and in customs and border control, a key piece of trade facilitation. Customs and Border Management The World Bank Group has been an active supporter of customs reform and border management modernization for many years. The Bank Group has invested in more than 120 projects to improve border agency challenges over the past 20 years. The current trade portfolio includes approximately $300 million in border-related operations and technical assistance programs. The World Bank Group’s projects include the application of technological solutions to support increased transparency and efficiency and to support collaborative border management approaches. Work on this agenda is spread across all regions with customs and border management specialists providing advice and project implementation support as well as practical toolkits and knowledge products. The World Bank Group is strongly engaged in supporting the implementation of the World Trade Organization (WTO) Trade Facilitation Agreement and the adoption of other international standards. Among the issues covered by our work are: Trade infrastructure investments, especially along major routes Logistics and transport services Regional trade facilitation and trade corridors Transit and multimodal transport Customs and border management Port efficiency World Bank experts have developed a range of reports and toolkits for practitioners and policymakers to support improvements in countries’ global trade connectivity, logistics performance, as well as customs and border management. The products include a dataset that provides a comprehensive cross-country benchmark for logistics performance, a diagnostic toolkit for trade and transport facilitation, a toolkit to assess logistics competencies and skills, and a series of handbooks that tackle the issue of streamlining customs and border clearance procedures through comprehensive border management reform. Datasets, Toolkits and Reports 1. Datasets The 2018 Logistics Performance Index (LPI) Report and Database The Logistics Performance Index (LPI) measures how well countries connect to international logistics networks. It helps countries identify ways to improve their trade logistics performance. Based on a worldwide survey of operators on the ground—such as global freight forwarders and express carriers—the LPI provides in-depth knowledge and feedback on the logistics “friendliness” of the countries in which the operators do business and those with which they trade. It provides an informed qualitative assessment of the global logistics environment for the benefit of government and trade practitioners alike. The LPI includes an interactive cross-country benchmarking tool with data for several years: 2007, 2010, 2012, 2014, 2016 and 2018. Read more >> Trade Costs The Trade Costs Dataset provides estimates of bilateral trade costs in agriculture and manufactured goods for the 1995-2015 period. It is built on trade and production data collected in 178 countries. Symmetric bilateral trade costs are computed using the Inverse Gravity Framework (Nov. 2009), which estimates trade costs for each country pair using bilateral trade and gross national output. Trade costs are available for two sectors: trade in manufactured goods, and agriculture. 2. Toolkits Trade and Transport Facilitation Audit (TTFA) Trade facilitation and logistics have become an important policy area in development. Supply chain constraints are now recognized as a major impediment to export led growth. The Trade and Transport Facilitation Assessment (TTFA) is a practical tool to identify the obstacles to the fluidity of trade supply chains. Taking the perspective of service delivery to traders, the TTFA assessment is founded on facts and data collected through a series of meetings and interviews with the main public and private participants to these international supply chains. They include customs and other border agencies, transport regulators, freight forwarders, transport operators, ports, and others. The toolkit helps design plans of action to improve logistics performance among its three main dimensions: infrastructure, services, and procedures and processes. This new edition of the toolkit provides an opportunity not only to reflect the changes in the trade environment and the need for additional features in the toolkit, but also to benefit from the experiences of the assessments already undertaken based on the original edition. In 2001, the Bank issued a first TTFA toolkit based on an original concept developed by John Raven. This initial concept was extensively revised to give the new toolkit an increased operational focus. The semantic change from audit to assessment also reflects the expansion in scope and the emphasis on development of implementable actions beyond the initial diagnosis. Read more >> Trade and Corridor Management Toolkit A trade and transport corridor is a coordinated bundle of transport and logistics infrastructure and services that facilitates trade and transport flows between major centers of economic activity. Providing a comprehensive guide to tools and techniques for corridor projects is important, as the volume of such projects is likely to increase. Corridors remain very important, especially to landlocked countries and post-conflict countries and regions. This toolkit provides a comprehensive and holistic compilation of approaches and techniques on corridor diagnostics, performance assessment, management, operations improvement, and impact evaluation. The toolkit identifies mechanisms for improving the performance of the corridor through initiatives by the public and private sectors. These initiatives include investments in infrastructure and modification of policies and regulations, especially related to trade facilitation. It also considers the government's capacity to maintain the infrastructure and regulate the flow of goods along the corridor and the private sector's ability to provide a variety of levels and quality of services, as measured in terms of time and cost. It provides tools to answer four main questions: what are the approaches to identifying the main issues and constraints to movement of trade and transport along a corridor?; how well is the corridor performing, and where are the weaknesses?; what are the options for improving the performance of the corridor?; and what are the likely impacts of investments or improvements to the corridor? The toolkit groups the four main questions into three parts, which comprise 13 modules. Part one includes four modules on how to carry out a corridor diagnostic. These modules focus on the infrastructure, regulatory, and institutional framework for a corridor. It also includes a critical module on corridor performance indicators. Part two comprises eight modules on specific corridor components. It explains how performance can be improved through targeted interventions. Part three consists of a single module, on assessing the impact of a corridor. Read more >> Logistics competencies, skills and training assessment Toolkit Despite the spread of automation and new supply chain management paradigms, logistics remains dependent on a rather specific set of skills and competencies, whether for managerial, administrative, or blue-collar jobs, such as trucking or warehousing. This dependence implies that the logistical performance of businesses, industries, and nation states is strongly influenced by the quantity and quality of the workforce. Insufficient resources of a competent and properly trained workforce in logistics adversely affect the quality of service, reduce productivity in sectors dependent on logistics, and ultimately reduce trade competitiveness. While other interventions that affect logistics performance—such as international infrastructures, trade corridors, regulations, and services—have already been reviewed extensively, this report is the first to cover the contributions of human resources and explore how to develop skills and improve competencies, especially in developing countries. The study proposes a framework for the skills needed according to the logistics activity (such as transportation or warehousing) or the type and level of responsibility. Based on several sources, including recent surveys carried out by the World Bank and the Kühne Logistics University, the report uncovers where the skills constraints are according to the type of job or countries. Findings include that logistics is an industry struggling to hire skilled workers, although with differences between developed countries (where trucker shortages are more acute) and developing economies (where managerial shortages are more widespread). Typically, blue-collar logistics jobs have lower status and lower pay than blue-collar jobs in other industries; they are thus less attractive for skilled workers. In developing countries with a potentially available workforce, lack of vocational preparation for careers in logistics means that less-skilled workers are not easily re-skilled. Logistics tasks at the upper end of the occupational hierarchy and those with high information technology content often require an upskilling of employees to keep pace with new technology. Yet the problem is not confined to recruitment. The surveys point to limited resources, money, and staff time allocated to training, especially in developing countries. Realizing the promise of quality jobs from the growth of logistics worldwide requires a coordinated effort by logistics companies, professional associations, training providers, and policy makers. Through a combination of facilitation, regulation, advice, financial instruments, and land use planning, governments can exert significant influence. Read more >> Quantitative Analysis of Road Transport Agreements Road freight transport is indispensable to international economic cooperation and foreign trade. Across all continents, it is commonly used for short and medium distances and in long distance haulage when minimizing time is important. In all instances governments play a critical role in ensuring the competitive advantage of private sector operators. Countries often have many opportunities to minimize the physical or administrative barriers that increase costs, take measures to enhance the attractiveness and competitiveness of road transport, or generally nurture the integral role of international road freight transport in the global trade logistics industry. Road freight transport is critical to domestic and international trade. It is the dominant mode of transport for overland movement of trade traffic, carrying more than 80 percent of traffic in most regions. Generally, nearly all trade traffic is carried by road at some point. Therefore, the cost and quality of road transport services is of critical importance to trade competitiveness of countries and regions within countries. In fact, road transport is fundamental to modern international division of labor and supply-chain management. Read more >> Border Management Modernization This book provides border management policymakers and reformers with a broad survey of key developments in and principles for improving trade facilitation through better border management, including practical advice on particular issues. In contrast to the traditional border management reform agenda, with its focus on improving customs operations, this book addresses both customs reform and areas well beyond customs-a significant broadening of scope. The book thus presents a new, more comprehensive approach to trade facilitation through border management reform: an approach that embraces a much wider, 'whole of government' perspective. The objective of this book is to summarize and provide guidance on what constitutes good practices in border management-looking beyond customs clearance. The contributions to the volume make clear that there are no simple or universally applicable solutions. Instead, the aim is to provide a range of general guidelines that can be used to better understand the complex border management environment and the interdependencies and interrelationships that collectively need to be addressed to secure meaningful change and improvement. Read more >> 3. Other reports Logistics infrastructure along the BRI economics Logistics is the network of services that support the physical movement of goods, trade across borders, and commerce within borders. It comprises an array of activities beyond transportation, including warehousing and storage, terminal operations (e.g. in ports and airports), express delivery, customs brokerage, as well as data and information management. The global turnover generated by logistics exceeds USD 4.3 trillion. A country’s logistics performance is key to a country’s productivity and its attractiveness to outside investment. Inefficient logistics raise the cost of doing business and reduce the potential for international and domestic market integration, especially for developing countries. The gains from improving logistics performance are especially high in poorer countries. Increasing the logistics performance of a low-income country to the average performance of a middle-income country can increase trade by 15 percent or more. Better logistics allow more market access and can thus foster trade. Failing to move goods seamlessly hampers trade: a one-day delay at the border leads to an average 1 percent decrease in trade. Better logistics have a greater effect on trade promotion than tariff cuts: Logistics costs influence trade costs more than tariff barriers in most countries. Global production chains also depend on a robust logistics sector. Coordinating the various stages of product development, component production, and final assembly requires the ability to move goods across borders quickly, reliably, and at low cost. A lack of logistics infrastructure is one of the main reasons for companies to abstain from extending their procurement network to emerging and developing countries. This note summarizes information relevant to understanding the logistics infrastructure related bottlenecks impeding international and intra-regional connectivity along the Belt andRoad Initiative (BRI) economies. Data originates in the Logistics Performance Index, published by the World Bank. Maritime Networks, Port Efficiency, and Hinterland Connectivity in the Mediterranean (English) For millennia, the Mediterranean has been one of the most active trading areas, supported by a transport network connecting riparian cities and beyond to their hinterland. The Mediterranean has complex trade patterns and routes--but with key differences from the past. It is no longer an isolated world economy: it is both a trading area and a transit area linking Europe and North Africa with the rest of the world through the hub-and-spoke structure of maritime networks. Understanding how trade connectivity works in the Mediterranean, and elsewhere, is important to policy makers, especially those in developing countries in the Mediterranean, concerned with the economic benefits of large investment in infrastructure. Better connectivity is expected to increase trade with distant markets and stimulate activities in the hinterland. This book is a practical exploration of the three interdependent dimensions of trade connectivity: maritime networks, port efficiency, and hinterland connectivity. Because of the complexity and richness of maritime and trade patterns in the Mediterranean, the research book combines both a regional focus and globally scalable lessons. This book is intended for a wide readership of policy makers in maritime affairs, trade, or industry; professionals from the world of finance or development institutions; and academics. It combines empirical analysis of microeconomic shipping and port data with three case studies of choice of port (focusing on Spain, Egypt, and Morocco) and five case studies on hinterland development (Barcelona; Malta; Marseilles; Port Said East, Egypt; and Tanger Med, Morocco). The Eurasian connection: supply-chain efficiency along the modern silk route through Central Asia (English) Central Asia is often associated with the silk route or road, the longest overland trade route connecting China to Europe and one of the oldest in history. Growth opportunities and the future prosperity of the region are highly dependent upon the efficiency of its internal and external supply-chain connections, which is the focus of this report. Supply-chain connectivity depends on the quality of the infrastructure on specific routes. This study explains how supply chain fragmentation remains a serious obstacle to economic development of Central Asia and to Eurasian integration more generally. It provides a comprehensive assessment of the various factors that yet impede supply-chain integration, including weak transport and communications infrastructure, but as important, and perhaps more so, critical weaknesses in policy, institutions, and governance. Based on this assessment this report provides an insightful set of recommendations that, if taken up by the governments of Central Asia and by their key neighbors, will go a long way in promoting the effective integration of Central Asia into an increasingly connected Eurasian continental economy and with that into the global economy. The Cost of Being Landlocked About one in five countries in the world is landlocked; twenty out of 54 low-income economies are landlocked, the majority of them in Sub-Saharan Africa, while only 3 of 35 high-income economies are landlocked. The lack of access to maritime trade and logistics systems presents serious challenges for many Landlocked Developing Countries. This book presents a new analytical framework to understand the causes, structure and constraints of logistics costs for Landlocked Developing Countries. Combining theoretical research, data/facts and field examples in project preparation and implementation, this book fills an important information gap in assessing the transport/logistics costs involved in being landlocked. Based on extensive data collection in several regions of the world, this book argues that although landlocked developing countries do face high logistics costs, these do not result from poor road infrastructure per se. High logistics costs also depend on low logistics reliability and predictability, which are heavily influenced by rent-seeking and governance issues. Fifty-year-old Shirin works at weaving a carpet at a carpet and silk weaving center located in the historic Herat Citadel in AfghanistanTrade Return to main topic Link MULTIMEDIA Imageclick VIDEO NOV 22, 2016 Facilitating Trade Across Borders RELATED TRUST FUND: Trade Facilitation Support Program TRUST FUND: Umbrella Facility for Trade Regional Integration Global Value Chains About Data Research and Publications Learning News Projects and Operations Countries Topics FOLLOW US ImageImageImageImageImageImage NEWSLETTER Enter email to subscribe... listingsearch This Site in: ENGLISH Legal Access to Information Jobs Contact REPORT FRAUD OR CORRUPTION The World Bank Working for a World Free of PovertyIBRD IDA IFC MIGA ICSID © 2020 The World Bank Group, All Rights Reserved.

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登录|返回CCCME主页|将公司添加到FavoritesPost购买请求|联系供应商 东莞快名大进出口贸易公司 主要产品：多式联运、散货租船、包装、仓储、转口、清关、保险、咨询。 自由会员 出口品牌 家居|产品|公司简介|证书|联系人 公司简介主页>公司简介 业务类型： 有限责任公司 主要产品： 多式联运、散货租船、包装、仓储、转港、清关、保险及咨询。 主要市场： 北美、南美、东欧、东南亚、非洲、大洋洲、中东、东亚、西欧、中美洲、北欧、南欧 地点：江阳明新城商务大厦二层 介绍 绿道国际物流是1998年经商务部、交通部批准成立的信用等级为2A的上海国家货运代理机构。公司注册资本2100万元。绿道于2008加入无船营运公共承运人（NVOCC），并成为WCA、WCA项目、CIFA、WIFFA的成员。公司总部设在上海，在中国设有多个分支机构，主要港口有香港、天津、厦门、深圳、广州、合肥、青岛、义乌，海外港口有科特迪瓦、塞内加尔、尼泊尔、马里、多哥、尼日尔、东帝汶、南非、莫桑比克、坦桑尼亚、肯尼亚、津巴布韦等。 东莞快名大进出口贸易公司自1998年以来一直致力于国际航运、国际多式联运、采购代理等生产物流服务的创新与发展。与大中型企业、建筑工程集团公司、国际贸易经济技术合作公司成功合作。 方便快捷，专业周到，优质服务是我们的承诺。 绿道，绿道。 向此成员发送消息 从* 输入您的电子邮件地址 托索菲 消息* 我们建议您在这里详细说明您的产品要求和公司信息 Sign In | Back to CCCME Homepage| Add Company to FavoritesPost Buying Requests | Contact The Supplier GREENROAD INT,L LOGISTICS Main Products: multi-modal transport, Bulk cargo chartering,packing,warehousing,port transferring,customs clearance and insurance and consultancy.... Free Member Export Brand Home| Products| Company Profile| Certificates| Contact Company ProfileHome > Company Profile Business Type: LLC(Ltd Liability Corp) Main Products: multi-modal transport, Bulk cargo chartering,packing,warehousing,port transferring,customs clearance and insurance and consultancy. Major Markets: North America,South America,Eastern Europe,Southeast Asia,Africa,Oceania,Mid East,Eastern Asia,Western Europe,Central America,Northern Europe,Southern Europe Location:Yangming Xincheng Business Building Layer 2, Jiang Introduction Greenroad International Logistics is a Credit Grade 2A Shanghai-based national freight agency established upon the approval of the Ministry of Commerce and Ministry of Transport in 1998. The company has registered capital of 21million Yuan. Greenroad got access to Non-vessel Operation Common Carrier(NVOCC) in 2008 and served as a member of WCA, WCA PROJECT, CIFA, WIFFA. Our headquarter is in Shanghai with many subordinate branches in China, the main ports such as Hong kong, Tianjin, Xiamen, Shenzhen, Guangzhou, Hefei, Qingdao, Yiwu and the ports overseas such as Cote d’Ivoire, Senegal, Nepal, Mali,Togo, Niger,East Timor,South Africa, Mozambique,Tanzania, Kenya, Zimbabwe. The company is engaging in the innovation and development of international shipping since 1998, international multimodal transportation, purchasing agency, and other prodessional logistics services. Successful cooperations with large and medium-size enterprises, construction engineering group company and International trade ecomonic technological cooperation company. Convenient and efficient, professional and thoughtful ,service with quality is our promise. GREENROAD,ROAD GREEN. Send your message to this member From* Enter your email address tosophie Message* We suggest you detail your product requirements and company information here GREENROAD INT,L LOGISTICS Address:Yangming Xincheng Business Building Layer 2, Jiang Contact CCCME: Email: cccemservice@cccme.org.cn

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Co-Workers NSM appoints agents in Italy,UK,Holland,China, and Bangladesh GST in India Goods & Services Tax (GST) should be a game-changer for port-related logistics industry, says ICRA India & UK to cooperate in urban transport sector India & Chile to implement expanded PTA Fuel Tax U.S., China, India oppose shipping fuel tax. Co-Workers NSM appoints agents in Italy,UK,Holland,China, and Bangladesh GST in India Goods & Services Tax (GST) should be a game-changer for port-related logistics industry, says ICRA India & UK to cooperate in urban transport sector India & Chile to implement expanded PTA Fuel Tax U.S., China, India oppose shipping fuel tax. Co-Workers NSM appoints agents in Italy,UK,Holland,China, and Bangladesh GST in India Goods & Services Tax (GST) should be a game-changer for port-related logistics industry, says ICRA India & UK to cooperate in urban transport sector India & Chile to implement expanded PTA Fuel Tax U.S., China, India oppose shipping fuel tax. Co-Workers NSM appoints agents in Italy,UK,Holland,China, and Bangladesh GST in India Goods & Services Tax (GST) should be a game-changer for port-related logistics industry, says ICRA India & UK to cooperate in urban transport sector India & Chile to implement expanded PTA Fuel Tax U.S., China, India oppose shipping fuel tax. Co-Workers NSM appoints agents in Italy,UK,Holland,China, and Bangladesh GST in India Goods & Services Tax (GST) should be a game-changer for port-related logistics industry, says ICRA India & UK to cooperate in urban transport sector India & Chile to implement expanded PTA Fuel Tax U.S., China, India oppose shipping fuel tax. Co-Workers NSM appoints agents in Italy,UK,Holland,China, and Bangladesh GST in India Goods & Services Tax (GST) should be a game-changer for port-related logistics industry, says ICRA India & UK to cooperate in urban transport sector India & Chile to implement expanded PTA Fuel Tax U.S., China, India oppose shipping fuel tax. Co-Workers NSM appoints agents in Italy,UK,Holland,China, and Bangladesh GST in India Goods & Services Tax (GST) should be a game-changer for port-related logistics industry, says ICRA India & UK to cooperate in urban transport sector India & Chile to implement expanded PTA Fuel Tax U.S., China, India oppose shipping fuel tax. Co-Workers NSM appoints agents in Italy,UK,Holland,China, and Bangladesh GST in India Goods & Services Tax (GST) should be a game-changer for port-related logistics industry, says ICRA India & UK to cooperate in urban transport sector JSN Dome is designed by JoomlaShine.com

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