本文格式为Word版，下载可任意编辑联邦快递,案例分析 篇一：第三方物流与电子商务--联邦快递 案例分析 1994年联邦快递建立了自己的主页— —FedEx．Com；1995年，开发了一套免费的联邦快递船（FedEx Ship）软件，任何人只要拥有一部电脑和一个调制解调器就可以使用该软件订购商品，通过该软件，他们可以随时掌管供货时间以及产品预计抵达的时间；随后，联邦快递为得志频繁和有多个寄件人的公司处理托运工作设计了FedEx Ship Manager(即FSM)软件；为了供给邮件包裹百分之百的跟踪和每站单据查询服务设计了3套电子商务系统邮件跟踪、查询系统和地面运行系统 联邦快递公司内部的专用网络联邦快递COSMOS每天可以处理5400万宗交易通过网络供给的信息，公司可以对商品交易的全过程(从客户订购一向到货物抵达终点)了如指掌当客户输入“提货”指令时，管理员将会从系统中得到客户指定的提货时间和地点管理员将商品上的条形码扫入手持系统中，记录下该商品已经被提走联邦快递的其他工作人员将以系统记录为依据，追踪货品装运，直到运抵客户的全过程 联邦快递电子商务网站真正的核心力来自于深刻理解用户的需求。
联邦快递网站提防的是它与客户，尤其是企业客户间的亲合力和吸引力上，这对其发挥其智能化运输操纵作用是至关重要的对于企业用户联邦快递的智能网上系统能与用户企业网无缝联接，或通过Web页面直接介入到用户物资运输中去其告成杰作之一就是其向Dell公司供给的“全球一体化运输解决方案”它将Dell在马来西亚和美国本地总片面为两大整机及零部件制造与供给中心，对于世界任何一地、任何单位数量的零件或整机需求，均由Inter Net Ship系统排出总体本金最低、最快捷的优化递送方案，以表示Dell对顾客的“告成、质量和服务”承诺 联邦快递每天向全世界200多个国家递送250万个包裹，其中99％属于限时递送，2022年，联邦快递正式成为淘宝的“推举物流商” 它全面应用了客户关系管理、商业智能、计算机集成、无线互联技术等先进的信息技术手段，以及配送优化调度、动态监控、智能交通、仓储优化配置等物流管理技术和物流模式，联邦快递为客户供给了一套先进的、集成化的物流管理系统，从而为企业建立灵巧的供给链系统供给了强大的技术支持 FedEx的竞争力还表达在它在Internet上构建的智能化运输管理系统，其核心威力是对企业用户和对个体用户的吸引力上。
任何公司在规律上都可直接将 FedEx浩瀚的空运阵容和陆地车队当作自己的运输资源；而且 FedEx的智能系统还报告他们，一切最快并非一切最正确，明智的运输方案应是各种待运物资在送抵目的地总体等待时间最短、或最实时的解决 方案 联邦快递还在其他公司的后勤供给上发挥作用例如，联邦快递经营商业服务器，以便零售商将自己的站点放到该服务器上运行另外，联邦快递还经营仓储，使产品的挑拣、包装、检测、装配和运输一体化联邦快递客户输送产品的主要特点是技术含量高、价格昂贵或易腐的物品，这意味着他们办理的订单需要尽快填写完成使联邦快递随时得志客户要求的信息网络，同样也是其进展后勤供给业务的重要根基 联邦快递的专用网络为该公司如今的电子商务奠定了根基Internet进一步扩展了专用网络的应用，联邦快递通过和纸与客户沟通的联系方式已经成为历史，随着越来越多的公司通过Internet销售产品，联邦快递供给的快速运抵服务使该公司不断从增长的网络交易机遇中获利 (1)裁减手工业务本金假设没有联邦快递船，联邦快递那么不得不多雇用2万名雇员来分拣包裹、回复接洽和输入货单有了动力船，大量的简朴劳动就可以自动完成。
管理员可以花更少的时间记录产品信息，服务代表可以花更短的时间回复客户的问题并随时联机追踪商品的输送处境 (2)降低日常运营本金客户每个月使用Internet船追踪100万个包裹的行踪，现在大约一半的追踪是联邦快递的免费 (3)更好的客户服务方式客户当然也可以选择与公司互动的方式，不过将近95万名客户察觉，通过联邦快递的Web网站联系更加便当和简朴 斟酌题： 1.联邦快递是如何利用电子商务开展全球快递业务的? 2.联邦快递的电子商务有何特色? 3.为什么说电子商务使联邦快递获得较大收益? 篇二：案例---创造竞争优势---联邦快递 FedEx---Creating Competitive Advantage I. Case Study: Federal Express almost single-handed created the express-package delivery industry as we now know it. Founded in 1973, the company got off to a slow start---it took time to educate the American public about the value of overnight delivery. However, building doggedly on the advertising promise, “when it absolutely, positively has to be there on time,” made possible by the company’s innovative and now much-copied “hub-and-spoke” distribution system, FedEx went on to become one of the fastest start-ups in American history. After three years of losses, it grew explosively. At a compound growth rate of more than 40% per year, annual sales reached $1 billion by 1983, $5 billion by 1989, and almost $8 billion by 1993. And despite strong challenges from a glut of imitators over the years, Federal Express remains the undisrupted market leader. It now commands a 45% US market share, comfortably ahead of major challengers UPS at 25%, Airborne at 14%, and the US Postal Service at about 8%. Staying atop the overnight package delivery business will require a well-designed and well-executed competitive strategy. Although the market is large and growing, competition is torrid. Federal Express is now streetfighting with competitors on price, looking for ways to boost productivity in order to stay price competitive. But FedEx is not, and may never be, the lowest-priced express-delivery service. Federal Express traditionally has differentiated itself not by luring customers with low prices, but by giving them unbeatable reliability and service. Even in the face of cutthroat pricing by competitors, the company has been careful not let cost-cutting undermine its main source of competitive advantage---superior quality. At Federal Express, quality goes far beyond slogans and idle talk. In 1987, it established a formal Quality Improvement process, which set simple yet lofty quality goals: 100 percent on-time deliveries, 100 percent accurate information on every shipment to every location in the world, and 100 percent customer satisfaction. A few years later, FedEx became the first service organization to receive the Malcom Baldrige National Quality Award for outstanding quality leadership. It developed a Service Quality Index (SQI), made up of twelve things that it knows disappoint customers---how many were damaged, how many billing corrections the company had to make, and other such mistakes. “Quality action teams” study SQI results daily, looking for trouble spots and ways to eliminate them. Even management bonuses are keyed to achieving SQI goals. Each year, the company invests more than $200 on each of its 96,000 employees in 185 countries for quality initiatives. FedEx believes that top-flight quality is well worth the heavy investment, even if it results in higher prices. In an industry where late delivery can spell disaster, most customers will gladly pay a little more for the added peace of mind that comes with unwavering reliability. Although raising service quality can be expen。