时间:2012-04-13 11:13:58 来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien

Methodology范文-Methodology格式范文-怎么写Methodology?Chapter 3: Methodology

DHL works to create a flexible, cost reducing solution to match with customers’ distribution and fulfillment needs in areas of (1) Logistics network (2) CRS in China (3) Air express operation (4) Supply Chain Logistics (5) Expansion Driver (6) Quality Service of DHL
DHL is the world leader in global Express Shipping and ships more global packages as compared to rest of them. Result is more customers’ trust DHL with their package no matter it’s around the world or around China. (DHL, 2010).

3.1 DHL logistics network in China
DHL has expanded its own operational presence to most key commercial centers in China that represent over 35 per cent of the express market. China is not only the factory of the world, but also generates tremendous opportunities to a Global Logistics industry. Due to the need of the logistics network laid, Logistics companies chose to set up a lot in all parts of the country their subsidiaries and affiliates, and many times from DHL clients received a single goods through several subsidiary to finish, but every many turnover issued turnover.
Rich with potential, the Asia Pacific Region continues to offer multinational companies varied and exciting markets in which to make their mark. The express transportation industry is no stranger to the region, and recent times have seen companies such as DHL taking advantage of the opportunities with further expansion into certain markets. DHL have also been making inroads in the Chinese market, with plans to have three new gateways by the end of this year--in Beijing, Shanghai and Shenzhen--each with bonded warehouse facilities. The company's presence in China is in the form of a joint venture partnership with China's Nationwide Sinotrans. By the end of 2002, DHL-Sinotrans aims to be operating 50 joint venture offices in China, serving more than 1000 towns and cities, with commercial aircraft uplift from 11 gateway ports, including the three new ones.
China is one of 40 Asia Pacific countries and territories served by DHL, which is currently expanding and upgrading existing infrastructure in the region at a cost of about $720 million. In 2006, sinotrans- that China has become DHL –sinotrans DHL network in the world and the fastest growing market for DHL Asia-pacific and has important strategic significance. That same year, DHL-sinostrans- “China’s first” strategic was released priority strategy, China include investment about 240 million dollars, to increase the ability of DHL-sinostrans. Business and further promote DHL fully demonstrated the rapid growth of China express logistics market, and support the development of the Chinese economy long-term commitment (Peterson et al, 2000) Invest in China market. DHL business, but also increase the investment to the business facilities. DHL-Sinostrans LTD announce the establishment of two intercontinental respectively in China (2004 and 2007)- Hong Kong transit center of Asia and north transport transshipment center in Shanghai. Shanghai transportation center of investment projects, is generated $1.75 DHL-sinostrans LTD- in the single largest investment projects.#p#分页标题#e#
DHL established itself as a leader in the industry by capitalizing on the growing trade and commerce in China and utilizing the local knowledge of its joint venture partner - Sinotrans. It highlights DHL's strategy of offering innovative services, expansion through increased investments and advertising initiatives. The case also explores the future prospects for DHL in the light of emerging opportunities in the industry. It includes a detailed note on the logistics industry in China.

This article provides a unique insight to the strategic developments of DHL (Thailand) in implementing DHL's pioneering and ambitious CSR strategy. It highlights the achievements, the challenges and the way forward for this Asian Pacific subsidiary. (DHL,2010, 2011)
DHL is the international and domestic door-to-door express delivery division of DHL, the world leading express and Logistics Company. DHL aims to be the preferred partner for domestic and international express delivery services, delivering as speedily as it can at the right price. DHL is a signatory of the United Nations Global Compact (UNGC) and a founding member of the World Economic Forum Logistics and Transportation Sector Corporate Citizenship Initiative (L&TCCI). It has a global approach to sustainability (CSR), which gives individual companies within the group scope to develop approaches that meet the needs of their own regions.
Corporate Social Responsibility (CSR) is becoming an increasingly important activity to businesses nationally and internationally. As globalization accelerates and large corporations serve as global providers, these corporations have progressively recognized the benefits of providing CSR programs in their various locations. CSR activities are now being undertaken throughout the globe.
DHL's network in Asia Pacific spans 42 countries and territories, and 60,000 employees are divided between business units DHL Express, DHL Global Forwarding, DHL Global Mail and DHL Supply Chain. These business units operate and are managed independently in each country where they conduct business. At the time DHL began this exercise, each business unit in the region conducted its own CSR activities autonomously. Activities varied from unit to unit and sometimes from country to country. For DHL, increase business’ engagement in and support for corporate social responsibility as a business strategy with long-term benefits as well society in general. (Mollenkopf et al, 2010)
DHL understand that a strong CSR program is an essential element in achieving good business practices and effective leadership. Companies have determined that their impact on the economic, social and environmental landscape directly affects their relationships with stakeholders, in particular investors, employees, customers, business partners, governments and communities. DHL new employee volunteering initiative was designed to change this, by creating a framework for employees to come together and participate in meaningful activities that benefited the local communities across the whole region. At DHL expertise lies in the fast and flexible transportation of goods and merchandise across all continents. DHL not only supply comprehensive international logistic services, but also play an active role in reducing C02 emissions as seen in our GoGreen product portfolio.(Deutsche Post DHL, 2010)。 However, because social, economic and political conditions vary so much from market to market in region, and DHL wanted activities that would truly benefit the community, DHL decided to adopt a "grassroots" approach and give employees in each country the freedom to decide for themselves what activities they would conduct.#p#分页标题#e#

3.3 Air express operation of Chinese third-party logistics providers

A Third- party logistics provider (3PL) is a single professional logistics service provider that manages the entire logistics functions of a company. Services Offered: Multi-modal transportation, Custom clearances, Warehousing, Value Added Services- Packaging, and Supply Chain Planning (Hong and Liu, 2007; Lai et al, 2007).
The logistics industry in China nowadays is full of many small-scale called “logistics businesses” that are incapable of providing quality services in a professional matter. For these small size logistics companies, it is very important for them to grow stronger within occupied market by newcomers, Integration, alliance and cooperation are required to achieve a large-scale operation and take advantage of existing resource. So, DHL can be a win strategy for both Chinese logistics companies and foreign logistics companies now. By ways of doing so, Chinese logistics companies can quickly gain developed technologies and make use of foreign capita, foreign logistics (DHL) can build up their infrastructure and network much easier than all done by themselves. Since the economy of scale is one is one of 3PL’s core competencies, this is also a shortcut for transforming into 3PL companies for these local logistics companies.
On Jan 2007. The China Air Transport Association (CATA) has approved DHL flying to 17 cities: Shanghai, Beijing, Tianjin, Guangzhou, Shenzhen and Wuhan, etc. The company planned to have 37 branches covering 70 cities in China in the next five years. The service would mainly cater to the clothing, electronics, and transport and bio-tech industries. It would cooperate with major freight carriers, including Air China Cargo, China Cargo Airlines, China Southern Airlines and Shanghai Airlines. The Chinese air express market has grown by an annual average of 20 percent since 1990 to become the world's second largest market. It is expected to double in size by 2010, according to World Air Cargo Forecast 2006-2007 by Boeing
3.4 Supply Chain Logistics

DHL provides a variety of services on their global network local insight to provide value covering customers supply chain. As the world’s largest logistics specialist, from the initial consultancy and design, to last mile delivery and reverse logistics; they provide tailored supply chain solutions covering all industry sectors.
DHL is expanding and upgrading its warehousing facilities to capitalize on the opportunities in the fast-growing contract logistics market in China. Its Supply Chain division plans to add up to 200,000 sqm of facilities in China in the next two years, in addition to 600,000 sqm of warehousing space it currently operates across the country. In the past few years, DHL Supply Chain as invested over 800 million RMB (approx. 87.6 million euros) in China. DHL Supply Chain has established its presence in China since 1984. With over 25 years experience in domestic transportation and distribution services, DHL Supply Chain serves both multi-national and domestic clients across a broad range of industries including technology, consumer, retail, fashion, healthcare, automotive, chemical, aerospace and industrial sectors.#p#分页标题#e#
DHL Global Forwarding manages the flow of goods and information across a customer’s global supply chain. DHL have an exciting opportunity for a Supply Chain Coordinator within International Supply Chain product. In this role you will maintain customer and internal standard operating procedures, monitor exception reports, serve a liaison between customers and origin where appropriate, track inbound orders, perform auditing functions and manage and manipulate large data documents (Chow et al, 2007). You’ll be required to acknowledge daily emails and resolve issues that arise within the same day.
Such an approach would also emphasize pervasive external supply chain connectivity and seek to cultivate third party logistics service providers who can help leverage domestic infrastructure investments, drive up freight traffic/volumes flowing through the country and help enhance the nation’s role as a regional hub. Countries can build national supply chain competitiveness through national supply chain vision-setting, champion agency designation and targeting priority economic corridor development that bundles investments in transport,technology, skills and domestic,foreign trade development (Quinn, 2000).

Methodology范文-Methodology格式范文-怎么写Methodology?3.5 The expansion Driver in China
In 2001, with the global economy facing a general slowdown, China posted a gross domestic product (GDP) growth of 7.3%. The country's trade volume in 2001 was the seventh largest in the world and significant growth was expected in the near future. With China's WTO membership, the restrictions on foreign international transportation and logistics companies were reduced.
A highly conducive and transparent business environment was created. This attracted many foreign companies to invest in the Chinese mainland and expand their business too. The demand for export and import courier services increased significantly.
In early 2001, DHL-Sinotrans accounted for 36 per cent of China's international express delivery market. The company sought to expand its operations fast and offer better service quality. Giving a briefing on the company's strategy, Director of DHL-Sinotrans, said, "In the global view, the service network of DHL is capable of covering more than twenty countries and regions.
DHL wanted to build on its work with the Yellow Wheel appeal to boost staff morale and to introduce a good factor into the workforce. This was at a time when the company was undergoing significant change, brought about by the acquisitions and corporate rebranding instigated to help DHL achieve its strategy of becoming the number one transport and logistics company.

3.6 Quality Service of DHL
As we know, after China’s completely opened its logistics market at the end of December, 2005, large and developed foreign logistics e.g. DHL have gradually entered into Chinese logistics market. For the development of Chinese logistics companies facing with the intense competition. door to door express service to DHL can pick up from shenzhen for free quick service and safe arrive for the best market price. DHL try the best to provide customer with low cost and high quality service. As a long-established company, DHL can give customer following services: AIR Express: from shenzhen or hongkong to the major international airports allover the world. As long as a telephone of customer, can enjoy the warm service of ultra space-time. No matter now or future, she always can at sincere, low price, high-quality, high-efficient , swift service aim, develop one's own special line advantage, earn time for you, let you feel proud and elated in the business circles , return a graceful life to you!#p#分页标题#e#

This report is base on a Case research on the customers’ satisfaction of the services quality of DHL in China. This report gives an introduction of its services and reveals the benefits and as well the drawbacks of the services of DHL in China, in the increasing logistics market in China, for DHL in China itself and also the customers. The future of developing logistics industry in China is brilliant. Our findings in the reporting provide important insights for logistics companies in China. In particular, DHL can use the results reported in this study to gauge their service capability and performance. For instance, they can use the industry average in each of the 21 service items on service capability. As a result, they can gauge whether certain areas of their service lag the industry norm. the benchmark information is also valuable for service users to evaluate whether their service providers are up to the standards of the industry in China and are qualified to be awarded a long-term service period.

Methodology范文-Methodology格式范文-怎么写Methodology?Chapter 4 Results

This reporting analysis the results of article which is made for logistics service quality providers in China. Most of the logistics companies are highly capable of providing traditional logistics services and lack of capability to provide value-added logistics services. Their self-assessments indicate they generally perform well in different types of performance measures. The analysis indicates that the market for 2PL services in China has a reasonable potential for further development, though 3PL practices are still at a nascent stage in China. This analysis presents full details and implications of the results of the survey and then tries to provide some helpful suggestion for the development of Chinese logistics companies (Goh & Ling, 2003).
This reporting analyses the results of a survey of the logistics companies in China. The reporting tries to provide a useful reference for companies in the industry for continuously development by improving their services quality. From the results of the relative importance of the logistics service provider selection factors as perceived by providers themselves, the most important factors for choosing DHL as outsourcing logistics providers are pick-up or delivery cargo reliability, rate or price levels, third-party logistics service provision ability and punctual time performance. It implies that besides the price item, logistics companies gradually realize high quality of service and providing value-added advance service are also very important for a company to survive in the industry. The report aims to analyze the customer service and quality levels of intangible service nature through the operation of DHL and the company overcomes the problems in industrial section of express industry. The findings indicated DHL performs more than satisfactory in industrial express service.
During its development, DHL expanded its coverage of services throughout the world, including Middle East, Africa, Asia, and Europe and so on. Till 1988, the number of its service for different countries has updated to 179 and over 16,000 employees are within its company. In nowadays, as one of the top 4 express and logistics corporations worldwide, DHL has become the pioneer of the Worldwide Express, Continental Transportation and Air Freight and also the largest global logistics supplier of Ocean Freight and Contractual Logistics.DHL in China, known as joint venture of DHL-Sinotrans, Danzas Air&Ocean China and Sentaifei was formed in 2003 in the end.#p#分页标题#e#

(1) Analysis Quality Service of DHL in China
In 2007, DHL will further expand its presence in China by increasing its investment in the country and improving its product and service capabilities. DHL is also working tirelessly to establish unmatched network coverage, provide customer oriented innovative products in different links of the supply chain, and become the first choice for Chinese enterprises looking for a strategic partner in the express and logistics area.
DHL Supply Chain, Asia Pacific chief executive claims Asia-Pacific logistics market, 25% annual growth rate, which is the quality services, particularly logistics services and maintenance services, logistics accounting for up to 60%, DHL service logistics company in efforts to guide changes in the logistics industry. DHL logistics services covering the Asia Pacific region has 42 countries and regions, making the company an excellent opportunity to fill the technical maintenance company and logistics provider, the market gap between. DHL has capacity to customer demand for comprehensive end to end service logistics solutions, including quality services. DHL development services logistics solutions, is based in the Asia Pacific region established 16 distribution centers and more than 490 storage centers in the vast service network. In addition, DHL in the region also has 1,500 outlets for the customers.
(2) Analysis DHL Supply Chain strategy in China
The reliability of spare parts supply is one of the greatest challenges and determiners of success in the after sales sector of the high tech industry. Effective management of the spare parts supply chain offers the promise of high profitability and strong customer satisfaction. With the goal of improving efficiency and profitability in spare parts supply, DHL and the China Supply Chain Council (CSCC) conducted the first comprehensive analysis of the service parts logistics (SPL) market in China.
The clear discrepancy between customer requirements and available services represents a major obstacle for Chinese companies planning to enter the international marketplace. Only when the quality of service in China reaches a level acceptable to the requirements of the global market, will these companies be able to compete globally. Chinese companies face an array of difficulties, including legal and administrative red tape, customs issues relating to imports and exports, rigid foreign exchange control, taxation and quota restrictions for spare part supply. A high level of after sales service is imperative for Chinese companies to successfully market technical products on the world stage.
DHL has managed to enter China s logistics market through the only means available to them at the time, and that was by teaming up with a Chinese company called Sinotran. DHL’s entry took place in 1986, a time when Chinese regulations on foreign businesses were very strict and the only way to join the Chinese market was to enter a joint venture with a local company. But DHL took the risk and chose Sinotran because of Sinotran’s expertise in Chinese foreign trade and export industry (2004). After gaining a solid foothold in the Chinese market, DHL-Sinotrans then eyed expansion. Branches of this joint company where established in other Chinese cities. By 2004, they had built a network of DHL-Sinotrans all over China in only 3 years time since they started (2004).#p#分页标题#e#
DHL-Sinotrans is not the only logistics company in China. The American FedEx and UPS are also presenting this existing company good competition, among other companies such as TNT-Skypack Sinotran and the local China Couriers Service Company. FedEx entered China in 1984, two years before DHL, while UPS joined in 1988. Like DHL, they too established partnerships with existing local companies; FedEx with Da Tian Air Services Limited, and UPS with Sinotrans. DHL stayed on top of the competition by an expert combination of business strategies, product innovations and well-thought out company expansion (2004).
With annual revenues of nearly euro 22 billion in 2003, DHL is the global market leader of the international express and logistics industry, specializing in providing innovative and customized solutions from a single source. DHL offers expertise in express, air and ocean freight, overland transport and logistics solutions, combined with worldwide coverage and an in-depth understanding of local markets. DHL's international network links more than 220 countries and territories worldwide. Over 160,000 employees are dedicated to providing fast and reliable services that exceed customers' expectations. DHL International formed a partnership with Cathay Pacific Airways (2004). Among the major competitors of DHL are Fedex, UPS, TNT as well as national post carriers like the US Postal Service and Royal Mail. (Frank Appel, Chairman of the DPDHL Board of Management (DHL, 2008))
Based on finding from the DHL’s SPL in China, and extensive experience in after sales service and logistics, we recommend the following strategic actions for companies in the Chinese market.
 Proactively formulate service requirements- together with customers if appropriate and define a distinct product portfolio.
 Promote horizontal and vertical cooperation to overcome shortages in infrastructure and management in service parts logistics in China.
(3) Competition
Besides DHL,the other 3 top logistics corporations in the world are FeDex, UPS and TNT and they are also the main supply chain providers in China.Comparing to those two corporations' services in express and logistics, DHL has long been surrounded by the comments of late delivery and unqualified protection, which has caused obvious business losses. Additionally,their after-sale services have been also criticized for impatience, carelessness and ignorance.These have become obstackles in the way of DHL's development since the nature of their services is to deliver whatever,whenver and wherever the customers want to. And the drawbacks of DHL's services will give their competitiors more chances to win and they are more likely to take hold of the market sooner.
When comes to the positive sides of DHL,its superior priority in European market offers a strong and firm support and plenty experience for its tasks in China. DHL's advantage of 40% occupation in the market of supply chain and large coverage of services in China has strengthen its power.The investments of DHL on advertising and the feedbacks faded its opponents away,too.For examples, the advertisement of a delivery man as "loving soccer,loving express" has perfectly fit for the hot topic of FIFA in 2006. Another figure of a delivery man tried all he can to deliver through thunderstorms,providing best services and leaving troubles to himself, in the advertisement has impressed us deeply this year. #p#分页标题#e#
Another competitor is a local corporation,called Express Mail Services(EMS),which has great advantages of complete express network in China even though its services are poor. EMS has a better foundation of the public,which means it is much easier and possible for customers to adapt and choose, and better understanding of the psychological condition of the customers than DHL does,simply because it is established by the Chinese. These are the aspects DHL born to be lack of and increasingly desire to promote.
(4). the Chinese 3PL Market – Competitive Analysis
China is a developing country that has had constant growth in its gross domestic product (GDP) of more than 8 percent per year from 2001 to 2006. The high growth in the economy and the continuous influx of foreign direct investment in China has been driving the growth of many industries and markets, including the logistics market and its third party logistics (3PL) segment. This situation is expected to continue for the next five to ten years.
The Chinese logistics market has immense potential, as it is in the early development stages. With its commitment to the World Trade Organization (WTO), the Chinese government had to open up the logistics industry to the global marketplace. A series of supporting policies and regulations have been established in China to maintain a healthy environment for growth. Immense liberalization has been offered by the Chinese government in the domestic logistics sector. This has allowed an increasing number of foreign companies to operate wholly-owned 3PL companies in China since December 2004.
In general, the Chines 3PL market is divided into four categories, namely state-owned public companies, privately-owned domestic companies, international/ foreign wholly-owned or joint-venture companies, and in-house logistics subsidiaries or joint ventures.
3PL is a booming phenomenon in China now. this reporting indicates that the market for 3PL services in China has a reasonable potential for further development, though 3Pl practices are still at a nascent stage in China. However, some challenges are ahead as well. For example, providing value-added service is one of the 3PL’s core competencies, it commonly needs advance information technology infrastructures which are exactly the weakness for Chinese logistics industry.

(5) Chinese logistics companies should change their mind. China’s logistics industry is still thinking in a traditional way now. For most enterprises, the understanding of logistics is still limited to the integration of transportation and storage. However, in developed countries, the function of logistics covers the design, execution and management of the logistics demands of a customer’s supply chain. Its key feature is to use information and professional logistics knowledge to provide quality services with low cost. So, Chinese logistics enterprises should first learn to have an in-depth understanding of logistics, and then gain the capacity to provide comprehensive quality services (Sum & Teo, 1999)#p#分页标题#e#

Conclusion and Recommendations

China stills a less-development logistics country. Many logistics problems and issues caused by the liberalization, hardware and software area. The administrative structures on logistics industry in China are no longer suitable; both an opportunity and a challenge to China’s economy and to Chinese government. Improvement in logistics software is more urgent than in hardware, domestic market integration is more urgent than further liberalization to the outside world.
DHL is the reputable corporate culture. As the industry has become increasingly competitive, market trends cause new uncertainties to develop. Companies that want to continuity stay above the competition are forced to focus on their competitive advantage and to further build on them.
As the DHL enjoying more profit but with compare its capabilities it is smaller one other promotion activities are strictly needed in order to get the people more aware about DHL.
As a member of the express industry, DHL is confronted with challenges that address speed and a reliable delivery system of the company as business operations essentials to compete competitively in today’s global trade business highlighting the value and importance of time. Accountability in terms of service deliveries define the success and competitive advantage of companies in the express industry in which the leading trading firms strategically manage time in their supply chains. In this light, dealing effectively with customs and putting pressure to encourage rational and efficient customs operations is an integral part of managerial skills of time management in major trading firms as problems of inefficiencies and irregularities in functioning of customs in different territories significantly influences the trading environment where just-in-time supplies, electronic trading and increased internationalization govern the current trend in the express industry (2000). DHL despite it lead among its competitors are likewise confronted with such delivery and services issues.
DHL has not done historically well to meet many of the challenges. To accomplish these challenges are only possible through excellent leadership and the cooperative between management and its associates. The corporate culture and strategies should enable them to remain competitive through initiatives that include having the global perspective, building the high efficient distribution system. Continual focus on cost saving technology, excellent customer service and community service.
For analysis, using various operation tools and techniques, I have concluded the DHL is the market leader in courier services in China, since they have majority market share. Therefore its strategies should aim at holding and maintaining its strong market position. Like any other company, there is always some room for improvement in every company’s performance but regardless of the tough economic and political situation in China, DHL to be going strong. #p#分页标题#e#
Every year, DHL delivers 100 million shipments which includes transporting documents, parcels and weight shipments, as well as tailored products which resulted to a networks of planes, trucks and facilities monitored and controlled by the company’s IT system offering the customers logistic solutions to meet demanding distribution specifications supported by state-of-the-art technology (DHL, 1997). Customer service has been an important instrument for businesses to reach out to customers. In turn, this feature allowed business organizations to be adaptable to customers’ specific needs and preferences. Moreover, customer loyalty is also achieved through quality and efficient customer services. At present, businesses are becoming more focused on being customer-oriented, considering the growing competition among businesses. In order to respond to the challenges of the business world, companies are allocating considerable resources on how to improve their customer services.
DHL should among others, consider the viewpoints of it customers, including their needs, interests and preferences. Rather than concentrating on personal objectives and requirements, the company should exert effort in studying their customers. By doing so, their level of commitment towards service quality significantly increases. The management however, should not only be committed to its external customers. The internal customers, or the workforce, also need committed support from the company management. Hence, they must be empowered.
Seen from all the information’s gathered and also the questionnaire results, it revealed the benefits of the services of DHL in China, having wide range for available choices, well classified service items, complete local coverage of services, positive vision and brand name of the corporation, improved tracking system at lower price. These make DHL situated in the upper class in the field. Though, the shortage of unqualified services, objectives unprotected, late delivery has turn the customers down a little. This can be fatal to DHL.
According to (2002) tangibles are the physical facilities, equipment, and appearance of the employees providing the services. Reliability is the ability to perform the specific service requested by the customers with the promise of being dependable and accurate in delivering the services. Responsiveness entails the willingness to assist the clients immediately and as they deem demand. Assurance is the ability of the people from the service provider company to imply their knowledge and courtesy of helping the customers in order to gain trust and confidence in providing the requested services while empathy is the attention accorded by the staff on the concerns and situation of the clients in need of their services.
In the case of DHL, the company makes it a point to minimize the gap between the expectations of the customers as well as partners and the output of their services. This is evident in the highly technological and dependable networks that the company maintains in order to meet the demands of the clients in delivering the requested services. For this, the company has long been established as the leading service delivery provider in the world in terms of efficiency and accountability. The advances in technology greatly contributed to the fast and on-time delivery of documents and parcels entrusted by clients to the company leading to high customer loyalty to DHL not just among individual persons availing the service but also of big firms and corporations that DHL assists. The networks of planes, trucks and other efficient delivery facilities utilized by the company made possible the success of the company in gaining a considerable market share in the express industry.#p#分页标题#e#
Moreover, the tangible assets of DHL made possible the reliable service characterization of the company through strategic operations management and supply chin as guided by the organization’s goal of meeting the requirements of the clients. The high quality customer service provided by the company to clients characterized and illustrates the responsiveness of the organization to address the needs of the customers. As such, DHL was able to satisfy and meet the expectations of the people who avail their services as the staff try to minimize failures in delivering the shipments. The responsiveness of the customer services facilities of the company resulted to increased assurance among clients regarding the safe delivery of the shipments. The ability of the staff to empathize with the concerns and considerations of the customers lead to the success of DHL as the leading service delivery organization in the assisting the complex demands and specifications of international market players and common citizens alike.
The company should among others, consider the viewpoints of it customers, including their needs, interests and preferences. Rather than concentrating on personal objectives and requirements, the company should exert effort in studying their customers. By doing so, their level of commitment towards service quality significantly increases. The management however, should not only be committed to its external customers. The internal customers, or the workforce, also need committed support from the company management. Hence, they must be empowered.
In order to improve service quality, it is necessary to contact employees regularly and assess their service experiences. Like the external customer, an internal customer too considers categories of service attributes, such as reliability and responsiveness, in judging the quality of the internal service. With the knowledge of the internal service quality dimensions, the service organizations can then judge how well the organization or employees performed on each dimension and managers could identify the weakness in order to make improvements.
So far, DHL’s business strategies in China are working well. They cater to their customer’s needs, always keeping in mind the need for speedy, efficient and safe delivery while striving to provide simple documentation needs and cheaper costs. The findings indicated DHL performs more than satisfactory in industrial express service. However, the company also needs to conduct more qualitative research and expand its offer in service differentiation. For long-term, DHL-SINOTRANS should emphasize its “differentiation” image, maintain its high quality service and keep high employee morale. It is clear that DHL will continue to improve their strategies, especially in the presence of their strong competitors. So far, they manage to meet their customer’s needs very well. 
Methodology范文-Methodology格式范文-怎么写Methodology?(Words: 5475)


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