什么是大副收据 大副收据也称作收货单,是船长或大副签发给托运人的,用以证实货物收到并已装上船的凭证。 大副收据是海洋运输业务中的主要货运单证之一，它是划分船货双方责任的依据,同时也是托运人换取已装船提单的依据。可见,大副收据的作用是十分重要的。 大副收据的签发 大副收据的内容和格式与装货单相同,只是在最后有“大副签字”一栏。 根据《海牙规则》，承运人对货物所负的责任是从货物装上船后才开始的。所以，为了明确船、货双方责任，在货物装船时，大副应将货物的实际情况与装货单上的记载内容进行仔细核对、校正，然后签发大副收据。 签发大副收据应注重的问题：按照某些国际法或公约的规定，有些货物的灭失、损坏属于承运人免责范围，或者提单条款有些免责事项已成为一种惯例，承运人均可不负赔偿责任，大副在签发收货单时，没有必要将此类免责条款作一批注，使之与提单条款内容重复。例如，中远提单背面“木材条款”规定：“……承运人对上述木材的玷污，裂缝，洞孔或碎块不负责任。”假如在大副收据上批注，不仅与提单条款重复，进而可能还会给货主收汇造成不必要的麻烦。
什么是资产型第三方物流 所谓资产型第三方物流，是指本身拥有仓库、运力等一种或多种有形物流资产，并依托其资源提供核心服务。资产型第三方物流 以自有的资产作为向客户服务的重要手段,在工业化时期，这种物流企业在发达国家曾经有过比较大的发展。 资产型第三方物流的类型 资产型第三方物流的资产有两种类型： 第一种类型的资产，是指机械、装备、运输工具、仓库、港口、车站从事实物物流活动，具有实物物流功能的资产。 第二种类型的资产，是指信息资产，包括信息系统硬件、软件、网络及相关人才等等。 传统物流和现代物流的区别在于，传统物流服务企业，只依靠第一种类型资产，而现代物流企业具备两种类型的资产。 资产基础型第三方物流的运作模式 1、传统外包型运作模式。 2、战略联盟型物流运作模式。 3、综合集团型物流运作模式。 资产型第三方物流的优缺点 资产型第三方物流的主要优点： 1、可以向货主企业提供稳定的、可靠的物流服务。 2、由于资产的可见性，这种物流企业的资信程度也比较高，这对货主企业来讲，是很具有吸引力的。 资产型第三方物流的主要缺点： 1、因为需要建立一套物流工程系统，这需要有很大的投资，同时维持和运营这一套系统仍然需要大量经常性的投入。 2、虽然这套系统可以有效地提供高效率的确定服务，但是很难按照货主企业的需求进行灵活的改变，往往会出现灵活性不足的问题。 相关条目 管理型第三方物流 折中型第三方物流
什么是物流流程整合[1] 物流流程整合是指对现有物流流程进行创新、清除和简化并进行重新结合，确保整个物流流程顺畅、连贯，能更好地满足顾客需求。 物流系统从采购、生产、销售到顾客服务运作过程是一个相互联系，相互制约、相辅相成的过程，并且这些物流作业与活动具有跨功能，跨企业的特性，因此，物流企业对相应的业务流程必须协调一致，才能发挥其最大经济效益、社会效益，故物流流程整合是确保物流管理成功的重要因素。 物流流程整合的内容[2] 物流流程整合主要包括任务整合，组织整合、与顾客整合、与供应商整合几方面： 1、任务整合 所谓任务整合，是指授权一个人完成一系列简单任务。它可以大大加快组织里的物流和信息流的速度，因为每当一项工作从一个人转交给另一个人时，就会增加发生错误的几率，同时降低了流程的流转速度。 2、组织整合 组织整合就是改善组织内成员之间的空问距离，可以较大限度地改善流程的运转速度。如信息传输距离变短，解决问题速度变快、沟通变得快捷准确，而且紧密的团队比任何的计算机信息系统更能显示出价值。 3、与顾客整合 与顾客整合就是企业与顾客结成更为密切的依存关系。这是物流流程向下游的整合努力。 4、与供应商整合 与供应商整合就是物流流程向上游的整合。构建电子商务，消除和供应商之间不必要的工作环节，提高效率。同与顾客整合一样，关键是建立信任与伙伴关系。 参考文献 ↑ 许道云,赵颖.浅析我国中小型物流企业资源的整合(J).商场现代化,2008年第24期 ↑ 宁培中.单体物流系统流程的优化分析.中国市场，2008年第36期
法国达飞海运集团简介 总部设在法国马赛的达飞海运集团始建于1978年，经营初期主要承接黑海地区业务，进入90年代后期，达飞集团不仅开通了地中海至北欧、红海、东南亚、东亚的直达航线，还分别于1996年、1999年成功收购了法国最大的国营船公司——法国国家航运公司（CGM）和澳大利亚国家航运公司（ANL），正式更名为“CMA CGM ”。2005年, 达飞海运集团又成功并购了达贸轮船/安达西非航运/森特马成为法国第一，世界排名第三的集装箱全球承运人。目前，达飞集团在全球运营集装箱船舶244艘，其中自有船只71艘，装载力为500,000TEUS，在全球126个国家和地区设立了420家分公司和办事机构，在全球范围内拥有雇员10200人，2005年总收入达到57亿欧元，其航迹遍及全球216个港口，服务网络横跨五洲四海，成为全球航运界的后起之秀。 1992年10月，法国达飞集团正式登陆中国市场——达飞轮船（中国）船务有限公司（简称：达飞中国）应运而生。达飞中国自成立以来，依托法国达飞集团雄厚的航运实力和覆盖全球的服务网络，竭诚为广大中国客户提供迅捷、优质、高效的航运服务。 历史的车轮滚滚向前，崭新的2006迎面驶来，伴随巨大的市场潜力而来的是激烈的市场竞争。达飞中国将秉承“客户为先”的经营理念，充分了解客户需求，不断开拓新航线，增加新港口，在巩固现有市场份额的基础上，积极拓展业务空间，深入拓宽业务领域，以航运发展为突破口，全面布局服务网络，在新的挑战中实现可持续发展的战略目标。 Containership "CMA CGM Balzac" @ container terminal Zeebrugge, Bruges, Belgium. 达飞在中国 达飞轮船中国（船务）有限公司是法国达飞海运集团公司（CMA CGM）在中国设立的外商独资企业。公司作为中国境内主要国际班轮运输经营商，服务网络覆盖中国沿海及内陆地区，截至2006年2月，共拥有9个分公司、 51个办事处（总部设在上海），在华员工累计达到850多人；经营航线 25 条，其中包括 6 条欧洲线、3条地中海线、2条非洲线、 6条美洲线、4条澳洲线，其他航线4条；2004年全年在进出口总箱量达102.45万标准箱，每周挂靠上海、宁波、天津、大连、青岛、厦门、深圳、赤湾、香港等中国主要沿海港口。依托快速增长的全球贸易，2005年的国际集运市场延续了去年的繁荣。达飞中国抓住这一市场机遇，以高品质的服务吸引货主，留住客户，获得了货运量和效益的持续增长，累计进出口集装箱量达129.71万标准箱，其中出口109.88万标箱，进口19.84万标箱，运费总收入突破13.45亿美元,在2004年的高起点上再创新高，出口增长了30%，进口增长了10%。 公司历史 The history of CMA CGM, can be traced back in 1851 when Messageries Maritimes (MM) was established. Another component company, Compagnie Générale Maritime (CGM) was found in 1855 and renamed as Compagnie Générale Transatlantique in 1861. Two companies merged as Compagnie Générale Maritime in 1973 as a French state run entity. The brothers Jacques and Johnny Saadé, from Lebanon, created CMA in 1977 and first launched an intra-Mediterranean liner service. In 1996, the CGM was privatized and sold to Compagnie Maritime d‘Affrètement (CMA) to form CMA CGM. The buyout was contested for its low price of 3 M
什么是功能物流 功能性物流也称单一物流（single logistics），从事这类物流的企业只能承担和完成一项或几项物流功能。如：承担运输、仓储或加工某一项业务、单一的货贷或船贷业务。 本条目相关条目 物流功能范围
什么是海上损失 海上损失是指被保险货物在海洋运输中由于发生海上风险所造成的损坏或灭失，又称为海损（Average）。 按照各国海运保险业务习惯，海上损失也包括与海运连接的陆上运输和内河运输过程中所遇到的自然灾害和意外事故所致的损坏或灭失，例如地震、洪水、火灾、爆炸、海轮与驳船或码头碰撞所致的损失。 海上损失的类型 货物损失的程度，海损可分为全部损失与部分损失；按货物损失的性质，海损又可分为共同海损和单独海损，二者在保险业务中均属于部分损失的范畴。 1、全部损失(Total Loss) 简称“全损”，是指运输中的整批货物或不可分割的一批货物的全部损失。全部损失又可分为实际全损和推定全损两种： 1）实际全损（Actual Total Loss） 它是指被保险货物（保险标的物）全部灭失或指货物毁损后不能复原或完全丧失原有用途，已不具有任何使用价值；或指货物以无法挽回地全部被海盗劫走等。如货物沉没海底无法打捞或水泥被水浸泡后变质、完全丧失原有用途等。 2）推定全损（Constructive Total Loss） 它是指被保险货物受损后，完全灭失已不可避免或修复、恢复受损货物的费用将超过货值；或被保险货物遭受严重损失后，继续运抵目的地的运费将超过残损货物的价值。 2、部分损失（Partial Loss） 部分损失是指被保险货物的一部分毁损或灭失。部分损失可以分为共同海损和单独海损： 1）共同海损（General Average） 共同海损是指载货船舶在航行途中遇到威胁船货共同安全的自然灾害和意外事故，船长为了维护船货的共同安全或使航程得以继续完成，有意识地、合理地采取措施而造成的特殊损失或支出的额外费用。 构成共同海损必须具备以下条件： 危难真实存在； 危难必须威胁共同的安全； 牺牲和费用必须是合理的、额外的； 挽救措施最后一定要有效果。 共同海损的分摊（GA Contribution） 共同海损的牺牲和费用均为使船舶、货物和运费免于遭受损失而支出的，因而，不论损失与费用有大小，都应由船方、货主和付运费方按最后获救价值共同按比例分摊。这种分摊称为共同海损的分摊。 2）单独海损（Particular Average） 单独海损是指货物由于遭受承保范围内的风险所造成非属共同海损的部分损失，它是针对共同海损而言的。 共同海损和单独海损均属部分损失，但二者的性质、起因和补偿方法有较大的区别：共同海损的起因是人为有意识造成的，而单独海损是承保风险所直接导致的损失；共同海损要由受益方按照受益大小的比例共同分摊，而单独海损由受损方自行承担损失。
什么是仓储治理 “仓”也称为仓库，为存放物品的建筑物和场地，可以为房屋建筑、大型容器、洞穴或者特定的场地等，具有存放和保护物品的功能；“储”表示收存以备使用，具有收存、保管、交付使用的意思，当适用有形物品时也称为储存。“仓储”则为利用仓库存放、储存未即时使用的物品的行为。简言之，仓储就是在特定的场所储存物品的行为。 仓储治理就是对仓库及仓库内的物资所进行的治理，是仓储机构为了充分利用所具有的仓储资源提供高效的仓储服务所进行的计划、组织、控制和协调过程。 仓储治理是一门经济治理科学，同时也涉及应用技术科学；故属于边缘性学科。仓储治理的内涵是随着其在社会经济领域中的作用不断扩大而变化。 仓储治理的任务 1、利用市场经济手段获得最大的仓储资源的配置。 2、以高效率为原则组织治理机构。 3、不断满足社会需要为原则开展商务活动。 4、以高效率、低成本为原则组织仓储生产。 5、以优质服务、讲信用建立企业形象。 6、通过制度化、科学化的先进手段不断提高治理水平。 7、从技术到精神领域提高员工素质。 仓储治理的基本原则 1、效率的原则。 2、经济效益的原则。 3、服务的原则。 仓储治理的主要活动 1、企业仓储活动的类型 企业可以选择自建仓库、租赁公共仓库或采用合同制仓储为库存的物料、商品预备仓储空间。 1）自有仓库仓储，相对于公共仓储而言，企业利用自有仓库进行仓储活动可以更大程度地控制仓储，治理也更具灵活性。 2）租赁公共仓库仓储，企业通常租赁提供营业性服务的公共仓储进行储存。 3）合同制仓储，合同仓储公司能够提供专业、高效、经济和准确的分销服务。 一个企业是自建仓库还是租赁公共仓库或采用合同制仓储需要考虑以下因素： 周转总量； 需要的稳定性； 市场密度。 2、仓储的一般业务程序 1）签订仓储合同。 2）验收货物。 3）办理入库手续。 4）货物保管。 5）货物出库 3、仓储治理的内容 1）订货、交货。 2）进货、交货时的检验。 3）仓库内的保管、装卸作业。 4）场所治理。 5）备货作业。 产品在仓储中的组合、妥善配载和流通包装、成组等活动就是为了提高装卸效率，充分利用运输工具，从而降低运输成本的支出。合理和准确的仓储活动会减少商品的换装、流动，减少作业次数，采取机械化和自动化的仓储作业，都有利于降低仓储作业成本。优良的仓储治理，能对商品实施有效的保管和养护，并进行准确的数量控制，从而大大减少仓储的风险。
西班牙邮政简介 Correos y Telegrafos S.A. (known simply as Correos) is Spain‘s dominant postal service, providing deliveries of more than 5.5 million letters and parcels each year. Correos, a limited liability company wholly owned by the Spanish government, operates a national network of more than 10,000 facilities, including more than 1,900 multi-service branches, nearly 2,000 distribution centers, and more than 8,600 service centers providing postal and delivery service to the country‘s rural regions. The company also offers online fax, telegram, and digital delivery services. Altogether, Correos employs more than 64,000 people, and posts annual revenues of more than EUR 1.8 billion ($2.5 billion). In addition to regular mail delivery, Correos operates three subsidiaries. Chronoexprés is the group‘s express delivery wing, operating 57 offices and a fleet of 2,500 vehicles, with total deliveries of more than 1.2 million per year. Correo Hibrid specializes in providing mass-media communication services to corporations. The company‘s Correo Telecom provides telecommunications services, including internet access and e-commerce services. Roots in the Middle Ages The modern Correos inherited a role as Spain‘s central postal service with a history stretching back into the Middle Ages when messenger services were placed under the authority of King Pedro of Aragon. Over time, the position of Royal Postmaster became an important function within the Spanish kingdom. Spain played a role in the origins of the modern international postal system as well. In the late 15th century, the Tassis family, led by Francisco de Tassis (also known as Franz von Taxis) established a postal service in Italy. Tassis and brothers Ruggiero and Leonardo later extended their postal services to other parts of the Holy Roman Empire, while another brother, Janetto, was appointed Italy‘s Chief Master of Postal Services. The family then added postal service to Rome and Naples. At the end of the century, the Tassis‘ horse-based postal service linked Milan and Vienna; and by the beginning of the new century, the Tassis had added Belgium. In 1506, the Tassis were granted royal approval to establish and operate a postal service to Spain as well. Within a decade, the Tassis postal network been extended to Germany and France. By then, the Tassis‘s postal service had become indispensable to the Habsburg empire, and the family had been granted a monopoly on postal services throughout the Habsburg empire. This monopoly was extended to Spain after the split between the Spanish and Austrian Habsburgs in the 1520s. The Tassis family, which had already been granted titles of nobility in the early 16th century, remained in control of the Holy Roman Empire postal monopoly for centuries. In Spain, the Tassis family sold their postal service to the new Spanish royal court, when the House of Bourbon, led by Phillip V, ascended to the throne. Under the new king, the Tassis postal service in Spain was placed under direct government operation, becoming a public service for the first time. The Spanish government soon began codifying the postal service‘s operations, enacting the first round of legislation in 1720. This was later reinforced by the Post Office Act of 1743. In 1755, under the leadership of Rodriguez de Campomanes, the Spanish postal service invented home delivery, establishing the new position of postman. De Campomanes became a prominent figure under the court of King Charles III, playing a important role in developing the country‘s economy. Under de Campomanes, the Spanish postal service established fixed postal rates and introduced such common features as mailboxes and post codes. Through the 19th century, however, the postal service remained relatively small, in part because postal fees were more commonly paid by the recipient. This changed in 1850, when the postal service issued its first stamp. With fees now paid up front by the sender, the postal service grew rapidly. Two years later, another major part of the later Correos y Telegrafos was established: the Spanish telegraph office. The first telegraph line, linking Madrid and Irun, was completed in 1854. In 1855, the passage of new legislation authorized the creation of a national telegraph network, with a mandate to extend the network throughout the country, as well as linking to France and Portugal. That same year, the first public telegraph service began operations. Just ten years later, Spain boasted more than 11,000 kilometers of telegraph lines and a network of 215 offices. Modernizing into the 20th Century The creation of Spain‘s first railroads in the 1880s brought a new expansion to postal services, greatly reducing transportation times and costs. Into the later part of the century, the invention of the bicycle and the automobile provided still greater growth to the country‘s postal service. In 1889, this service was placed under a new government-controlled office, the Cuerpo de Correos, which took over the monopoly on the country‘s postal deliveries. In 1900, the company completed its transportation network with the takeover of the country‘s marine mail operations, controlled by the Spanish Transatlantic Company since the late 1880s. This extended Correos‘s reach to Spain‘s outlying islands, as well as to its colonial possessions in North Africa. Despite the introduction of the new transportation methods, horseback delivery remained a feature of the Spanish postal system into the 1920s. A reform of the country‘s postal and telegraph sectors under new legislation passed in 1909 created a new organization, Servicio de Correos y Telegrafos. The post office then launched a modernization effort, which included the introduction of a number of new products. Among these were the creation of the Post Office Savings Bank and the introduction of postal money orders. In 1919, the service created a dedicated airmail delivery unit, just two years after the first airmail deliveries launched in Italy. Still, the automobile became the group‘s primary means for transport during the early decades of the new century. From just 18 vehicles in service in 1906, Correos‘ fleet swelled to more than 1,600 by the 1931. The post office had also expanded its network of facilities and by the middle of the 1930s already operated from nearly 8,000 smaller branch and sorting offices, as well as nearly 1,400 main offices. The company‘s employee ranks had also topped 25,000 by then. Correos became a central fixture in Spain, not only through its postal services, but also through its savings bank operations. By the outbreak of the Spanish Civil War, Correos already accounted for some 40 percent of the country‘s savings accounts. The war cut sharply into the Correos‘s operations, precipitating an extended drop in deliveries, which continued through World War II, as well as the closing of a large number of offices. The service‘s operations remained on a reduced scale through the end of the 1940s, in large part due to the Franco dictatorship‘s isolationist policies. By the early 1950s, however, Correos‘s volumes once again returned to prewar levels. The 1950s were to mark a new period of expansion for the service, as the Franco regime changed tact, adopting a policy of liberalizing the country‘s economy. As a result, Correos grew rapidly through the 1950s and into the 1960s, as its volumes more than tripled. The liberalization of the Spanish economy provided a huge boost for the country during the 1960s and 1970s, further stimulating Correos‘s own growth. By the beginning of the 1980s, the service had already topped delivery volumes of more than 4.5 billion letters and parcels per year. Correos‘s growth came in spite of the fact that Spain was one of the first in Europe to liberalize the post delivery sector, allowing private postal carriers to operate since 1960. Nonetheless, Correos remained the country‘s dominant postal provider. New Structure for the 21st Century The existence of private competitors encouraged Correos to develop new products and services. In 1981, for example, the post office launched its own express mail operation, Correos Exprés, which began operating both national and internationally. For the international market, the company developed a dedicated international rush service, Postal Exprés Internacional. Into the 1990s, the Spanish government began taking steps to reshape the Spanish postal service in order to prepare it for the coming liberalization of the European market. In 1992, Correos restructured as an Autonomous State Entity, becoming a commercially oriented body for the first time. The service‘s restructuring continued through the decade, and in 1997, Correos‘s status was changed again, becoming a state-owned corporation. This led to a further restructuring in 2001, when Correos was transformed into a fully fledged limited liability company. Nonetheless, into the mid-2000s, the Spanish government retained 100 percent control of the post office. Through the fist half of the new decade, Correos launched an large-scale investment drive in order to increase its delivery capacity while reducing its operating costs. In 2000, for example, the company began a EUR 240 million spending effort in order to upgrade its automated sorting capacity. The following year, the company spent nearly EUR 50 million opening 54 new branches; the company also began renovating a number of its existing offices. Correos also worked to develop new products and services. In 2001, the company signed an agreement with La Poste of France to combine their Spanish-based express parcel delivery services into a single entity, ChronoExprés. The company boosted that operation the following year, with the takeover of majority control of another express courier service, Servipack. Also that year, Correos turned to the Internet, opening an online office allowing customers to register parcels, print documents, send faxes, among other services. The company deepened its online operations in 2002, with a plan to launch Internet access, as well as fixed and mobile telecom, television, and other services through its national branch network. For this effort, the company formed a partnership with Telecom, owned by the El Corte Ingles group. In 2005, Correos continued to expand its telecommunications operations, contracting with Telefonica to upgrade and manage the company telephone and internet system. This enabled the company to launch a new online service in 2006, a network of 30,000 Telecentros terminals providing Internet access and online services to Spain‘s rural markets. With a history reaching back more than 300 years, a thoroughly modern Correos turned its attention to its growth into the future. 主要历史 1506: Tassis family granted monopoly to develop and operate postal service in Spain. 1720: Spanish government under King Philip V buys postal service from Tassis family and institutes first postal legislation. 1755: Postal service launches home delivery, hiring the first mail carriers. 1850: Postal service issues first stamp in Spain. 1852: Establishment of telegraph operations in Spain. 1889: Creation of Ceurpo de Correos, which takes over state postal monopoly. 1900: Correos acquires control of marine mail operations, including deliveries to Canary Islands and North Africa. 1919: Airmail delivery service debuts. 1960: Spanish postal sector is liberalized, and Correos faces competition from private sector. 1981: Domestic express mail delivery service, Correos Exprés, is launched. 1983: International express service, Postal Exprés Internacional, is launched. 1992: Correos y Telegrafos is restructured as a commercial operation. 1997: Operations are restructured as state-owned corporation. 2001: Correos is restructured as limited liability company owned by Spanish government; it merges express service with France‘s La Poste express service in Spain, creating ChronoExprés 2006: Correos launches network of 30,000 Telecentros Internet access terminals for rural market.
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