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UPS的特色物流效劳1907年，美国人吉米·凯西创立了UPS〔联合包裹公司〕。
它现有34万工作人员，2400多个分送中心，16万辆运送车，610架飞机，并提供门到门的收件和送件效劳。
UPS能在全球快递业中独占鳌头，是与其富有特色的物流效劳密切相关的，特色效劳如下:1货物快递快捷UPS规定：国际快件3个工作日内送达目的地;国内快件保证在翌日上午8点以前送达。
在美国国内接到客户，要在1h内上门取件，并当场有微型计算机办理好托运手续。
202190年代，UPS又在180个国家，开设了24h效劳的“下一航班送达〞业务。
UPS坚持“快速、可靠〞的效劳准那么，获得了“物有所值的最正确效劳〞的声誉。
2报关代理和信息效劳UPS 投资数亿美元建立起全球网络和技术根底设施，建立“报关代理自动化系统〞，UPS的计算机话清关为企业节省了时间，提高了效益。
3货物即时追踪效劳UPS的即时追踪系统识目前世界上快递业中最大，最先进的信息追踪系统。
实行“一物一码〞追踪。
非互联网用户可以用咨询“客户效劳中心〞。
4先进的包裹管理效劳UPS建立得亚特兰大“信息数据中心〞汇总世界各地得包裹资料。
通过“传递信息读取装置〞摂取客户签字，再把签名输送到“信息数据中心〞，实现无纸化操作，提高UPS效劳的可靠性。
5包装检验与设计效劳UPS设在芝加哥的“效劳中心〞数据库中，抗震的，抗挤压的，防泄漏的各种包装案例应有尽有。
效劳中心的包装方式为企业节省了材料费和运输费，被誉为“超值效劳〞。
1)UPS在货物运送方面，制定了怎样的时间标准？这样的标准对UPS来说是能够实现的吗？答：国际快件3个工作日内送达；国内快件翌日八点前送达；国内客户1H内上门取件；开设24H效劳的“下一航班送达〞业务。
能够实现，因为有足够的硬件支持，UPS依靠其硬件系统为客户提供门到门的收件送件效劳；UPS有较为标准的员工工作规程;员工对企业文化的深入理解使其对企业有忠诚度；硬件和软件得到较高的配合，所以可以实现。
ups公司管理制度UPS公司（United Parcel Service）作为全球最大的快递和物流服务供应商之一，秉承着高效、可靠和负责的价值观，建立了一套完善的管理制度，以确保公司运营的顺利进行。
本文将对UPS公司的管理制度进行探讨。
一、组织结构UPS公司拥有清晰的组织结构，以保持高效的运营。
公司的高层管理团队负责制定公司的战略目标和发展计划，并监督各部门的运作。
各部门负责不同的职能，例如人力资源、财务、销售和运营等，确保各项任务得以顺利执行。
此外，公司鼓励跨部门合作和信息共享，以增强协同效应。
二、招聘与选拔为了确保公司能拥有具有高素质和专业知识的员工队伍，UPS公司实行严格的招聘与选拔制度。
公司会根据岗位需求，制定详细的岗位职责和要求，并在招聘过程中进行面试和测试等环节，以筛选出最适合的人选。
此外，公司也注重员工的培训和发展，为他们提供必要的技能和知识。
三、绩效评估UPS公司实行科学、公正的绩效评估制度，以激励员工的工作动力和提高工作效率。
公司根据员工所在职位的职责和目标，定期进行绩效评估，考核员工的工作表现和达成情况。
评估结果会对员工的晋升、薪资调整和奖励提供依据，旨在鼓励员工不断进步和提升自我。
四、培训与发展为了保证员工的专业素养和能力提升，UPS公司注重培训与发展。
公司会根据员工的职业发展规划和业务需求，提供各种培训机会，包括内部培训、外部培训和跨部门交流等。
通过这些培训，员工可以不断提升工作技能、拓宽知识面和实现个人成长。
五、考核与激励为了确保员工的努力和贡献能得到公正对待，UPS公司制定了科学合理的考核与激励机制。
公司根据员工的工作表现和绩效评估结果，进行薪酬和奖励的分配。
此外，公司还设立了一系列激励计划，如员工股票激励计划和绩效奖金等，以激励员工积极进取和超越自我。
六、沟通与反馈UPS公司注重良好的内部沟通与反馈机制，以确保信息的流通和问题的解决。
公司开展定期的团队会议和交流活动，为员工提供机会表达意见和建议。
united parcel service的运营策略United Parcel Service (UPS)是全球最大的包裹和快递服务公司之一，总部位于美国亚特兰大。
UPS的运营策略涵盖了多个方面，从货运和物流管理到技术创新和可持续发展。
本文将一步一步回答这个主题，并分析UPS的运营策略。
第一部分：UPS的企业使命和目标UPS的使命是通过全球网络提供竞争力强的包裹和物流服务，以帮助客户在全球市场上实现成功。
其目标是成为最值得信赖的包裹和物流服务提供商，同时实现可持续发展和社会责任。
第二部分：UPS的核心价值观和文化UPS的核心价值观包括：客户至上、团队合作、创新、持续改进和社会责任。
UPS强调客户至上，为客户提供高质量的服务和创新解决方案。
团队合作是UPS 成功的基础，倡导员工之间的互信和合作。
创新是UPS的核心竞争力之一，他们不断寻求新的技术和业务创新。
UPS致力于持续改进和提高效率，以提供更好的服务体验。
此外，UPS还强调社会责任，积极参与社区和环境保护活动。
第三部分：UPS的运输网络和物流管理UPS建立了庞大的运输网络，包括陆路、航空和海洋运输。
他们先进的物流管理系统可以实时跟踪和管理包裹的流动。
UPS通过将运输、仓储和配送等环节整合起来，提供端到端的物流解决方案。
他们与供应链的各个环节进行合作，以确保货物能够高效地从供应商到客户。
第四部分：UPS的技术创新UPS始终致力于技术创新，以提高运输和物流效率。
他们开发了自己的物流管理系统和软件，例如UPS WorldShip和UPS CampusShip，可以实现集中控制和快速跟踪货物。
此外，UPS还积极投资于无人机技术和自动化设备，以提高配送效率和减少成本。
第五部分：UPS的可持续发展策略作为一个全球性的物流公司，UPS非常重视可持续发展。
他们正在采取一系列的措施来减少对环境的影响。
例如，UPS推广使用更环保的交通工具，如电动车辆和可再生能源。
UPS’ 37 Principles for Managing PeopleA wide-ranging look at the company’s workforce management practices, including promoting from within and limiting the employment of relatives.The guidelines below spell out UPS’ vision for managing its workforce.They’re partof a larger "policy book" given to the company’s management team, which also includes principles for handling customers and shareholders.We Build Our Organization Around PeopleThe strength of our company is its people, working together with a common purpose. Although methods, equipment, and procedures are important, and we constantly strive to improve them, our most valuable assets are loyal and capable people.We seek, through the use of our impartial employment and promotion practices, to have a diverse workforce. Our organization is strengthened by capable individualswith diverse backgrounds.We assign responsibilities and duties to secure the full benefit of an individual’s talents and abilities and to provide each person with an opportunity to develop further.All our people, and the jobs they perform, can make important contributions to our company. We maintain an environment that enables them to obtain personal satisfaction from their work.We Place Great Value on DiversityWe value the diversity that exists within our workforce, our customers, those who provide goods and services to our company, and the communities in which we do business.Managers are responsible for creating a workplace of fairness, dignity, and respect for all employees--an environment of inclusion, encouraging participation, and the best effort of everyone. The diversity of our workforce results from a sincere effort to hire and retain dedicated people from the communities in which we operate.We strive to enhance our reputation as an organization that values diverse customers as well as suppliers and vendors. In addition, we support and work closely with organizations that believe fair employment practices are integral to a successful business.We Treat Our People Fairly and Without FavoritismWe believe that impartiality is the foundation of a loyal, cooperative work group.We want to treat our people as individuals, without causing the perception of special treatment.We have the responsibility to avoid any relationship that may result in actual or perceived favoritism.We Maintain an Environment Free of Discrimination and Sexual Harassment All UPS employees have the right to work in an environment free of any type of harassment and discrimination. Sexual harassment and discrimination will not be tolerated.Managers and supervisors are responsible for ensuring that they and their employees understand and comply with UPS guidelines and maintain a professional work environment. That responsibility includes reporting incidents to the appropriate management people.We Insist Upon Integrity in Our PeopleWe understand that integrity is fundamental to how we run our business and essential to maintain compliance with our policies and legal requirements. Operating with integrity means we provide an atmosphere in which our people can perform their jobs in an ethical manner. We present our company honestly to employees and, in turn, expect them to be honest with us.We expect honesty from our people in all their duties, including their handling of money, merchandise, and property with which they are entrusted. We insist on integrity in the preparation and approval of all reports.We also expect our people to be honest in their assessment of themselves, such as the time and commitment they give to their job performance, the fairness they seek in their dealings with others, or the objectivity they use in evaluating their own contributions.The great majority of our people are of high moral character. However, when we do discover a dishonest person in our organization, we deal with that individual quickly and firmly. For our company to be known for its integrity, each one of us must meet high standards.We Promote From WithinGenerally, we fill management positions from within our organization. In doing so we take care to include for consideration and not overlook qualified people whose present jobs may make them less noticeable than other employees. We fill a vacancy from the outside when we cannot locate one of our own people who has the professional or technical skills required for a particular assignment.Advancement is based on individual merit and performance. All who perform their tasks capably and have the capacity to assume greater responsibility are eligible. Observing equal opportunity guidelines, we select those who seem best fitted to the position.All managers and supervisors are responsible for encouraging and developing capable people, not only for their own groups but also for openings elsewhere within our organization. We actively search for such capable people and give them opportunities to succeed.We Maintain a Spirit of TeamworkThroughout our organization, we capitalize on the advantages of working together in an informal manner. Although defined responsibilities are assigned to specific individuals in our company, we act as a cooperative team. Combined efforts, which help any part of our organization, serve to strengthen our entire organization.We Compensate Our People FairlyOur compensation programs keep pace with today's changing business needs and compare favorably with those programs in other companies. Our employees’ compensation includes more than salary alone. When considering pay ranges and negotiating wage agreements, we weigh the value of the total compensation package. We also consider plans that give participants a stake in the financial success of the company and offer ways to enhance savings.We Promote the Good Health of Our PeopleWe provide a benefits package and other programs that help promote good health and well-being among employees and their families. Attention to employee health increases the safety of our operations and reduces the costs of injuries and illnesses. We Transfer Management People to Meet Our Company's Needs as Well as to Broaden Their ExperienceOne of our long-standing strengths is the willingness of our people to take job assignments where needed. Moves intended to strengthen our organization may involve promotions, lateral assignments, transfers or relocations. Assignment changes should be considered with the view of enhancing career opportunities.Because we realize that transfers have profound effects on individuals and their families as well as the company, we carefully consider all transfers and never undertake them lightly.We Look for People Who Have Potential for DevelopmentWe know that most of our future management people will come from within our organization. For that reason, we look for applicants who can progress beyond the immediate job. We also need people who can qualify and become skilled at their work without necessarily aspiring to more responsible jobs.We Help People to Develop ThemselvesOne of the most important responsibilities of managers and supervisors is the development of people. We are responsible for seeing that all people in our immediate organization are fully prepared to perform their jobs well.Through our support, coaching, counseling and example, we expect people to develop the knowledge and skills that are necessary for success in their current jobs and which can help them assume positions of greater responsibility. We expect them to take advantage of the training available to them from the company and from outside sources. In turn, we provide people with assignments and opportunities that allow them to demonstrate their skills and develop their capabilities.We seek to give people assignments for which they are well-suited.We Expect Our Managers and Supervisors to Train Their People We conduct training schools, workshops, and other programs in order to meet the needs of our people. However, it is the responsibility of our management team to ensure that their people receive all the necessary training and that it is effective. We review training regularly to see that it is relevant to our current needs.We Hold Frequent Evaluations With Our Employees About Their Performance Reviews of each person's performance enable us to arrive at a mutual understanding about progress toward meeting goals and objectives.We hold formal evaluations periodically. However, there is no substitute for daily and weekly feedback on each person's performance.We follow up on the results of all evaluations to ensure the continued development of our people.We Have Meaningful Discussions With Our PeopleCooperation and teamwork among all our people are necessary for the continued success of our business. To foster this spirit, we seek to develop meaningful businesslike relationships and better communications by having regular and frequent planned individual and group discussions.We Recognize AccomplishmentsOur people deserve recognition for accomplishments in their regular jobs and for contributions made to other departments and operations. They also deserve recognition for the extra effort they make to satisfy customers and for their participation in efforts that benefit their communities.All managers and supervisors are responsible for recognizing the accomplishments of people in their own groups. Our established programs are intended to ensure that deserving employees are recognized appropriately for their accomplishments. Theseprograms, however, do not replace the important role of the manager or supervisor in employee recognition.We Promote an Open-door Approach to Managing PeopleEvery person should feel free to discuss matters with management people in our company. Accessibility, however, does not relieve anyone of the obligation to respect delegated lines of authority. Employees are encouraged to discuss their ideas or try to resolve a disputed matter with their immediate supervisor before seeking the counsel of others. One of our company's strengths is the development of professional relationships among everyone, regardless of authority or responsibility level.We Give Each Employee Complaint Prompt, Sincere AttentionIf overlooked or neglected, even minor misunderstandings can escalate into major dissatisfactions.We try to anticipate and eliminate causes of complaints. When a question exists, we give the employee the benefit of the doubt. The immediate supervisor has the initial responsibility for resolving a complaint. When necessary, we involve the next level of management and, if appropriate, the human resources manager.We keep the employee informed about the status of his or her complaint. In the process of making a decision, we do our best to take action that is fair to both the employee and the company.We Respect Each Employee's Point of ViewWe listen with an open mind to suggestions and are attentive to problems.By talking with and listening to employees, we can often help them in doing their jobs and, at the same time, learn things that benefit the company.We train our managers in the skills necessary for talking with and listening to their employees and in translating what they learn into action.We Encourage Participation and SuggestionsManagers and supervisors should invite help and encourage suggestions for improvement. In working together this way, we create an environment of teamwork that benefits our company and our employees.We consider carefully any suggestion that might be of value. If we adopt a suggestion, we give full credit。
ups公司管理制度UPS公司是全球领先的快递运输和物流供应商之一，以其高效、可靠和创新的运营方式而闻名。
为了确保公司的正常运营和员工的福利，UPS建立了一系列严格的管理制度。
本文将就UPS公司的管理制度进行深入探讨，以帮助读者更好地了解该公司的运营模式和文化。
一、岗位职责UPS公司明确了每个岗位的职责和要求，保证了工作流程的顺畅和高效。
无论是快递员还是管理人员，每个员工都承担着明确的责任。
例如，快递员需要按时交付包裹，对包裹进行妥善保管，为客户提供优质的服务。
管理人员则负责团队的组织和协调，并制定相应的工作计划和目标。
通过明确岗位职责，UPS确保了工作的有序进行。
二、考核与激励机制为了调动员工的积极性和创造力，UPS设置了完善的考核与激励机制。
公司根据员工的工作表现、工作态度和工作成果进行综合评定，并通过晋升、奖金和福利等方式予以奖励和激励。
这种考核与激励机制能够使员工感到自身价值的肯定，从而更加努力地为公司发展贡献力量。
三、培训与发展UPS致力于为员工提供良好的培训与发展机会，以提升员工的专业素质和管理能力。
公司设有专门的培训中心，开设各类培训课程，包括职业技能培训、领导力培训和团队建设等。
通过持续的培训与发展，UPS确保员工与公司的发展保持同步，并且为员工个人的职业发展提供了广阔的空间。
四、安全与健康保障UPS高度重视员工的安全与健康，制定了一系列的安全与健康保障措施。
公司严格执行安全操作规范，提供必要的安全装备和培训，降低工作风险。
此外，UPS还关注员工的身心健康，提供定期体检和员工健康咨询等服务。
通过这些措施，UPS确保员工能够在安全和健康的环境中工作。
五、沟通与协作沟通和协作是UPS公司成功的重要因素之一，公司注重建立良好的沟通与协作机制。
公司定期组织各级会议和交流活动，促进各部门之间的信息流通和合作。
此外，UPS还鼓励员工提出意见和建议，建立员工与管理层之间的沟通渠道。
通过有效的沟通与协作，UPS不断提升工作效率和团队凝聚力。
物流实务关于USP公司的基本情况历史1907-19121907 年，美国私人信使与递送服务的需求非常大。
为了满足这种需求，富有创业精神的 19 岁青年 James E.（"Jim"）Casey，从朋友处借来 100 美元创建了位于华盛顿州西雅图市的美国信使公司（American Messenger Company）。
根据 Jim 所述，当时在西雅图地区已经有好几个信使服务公司，他本人过去还在其中的一些公司工作过。
最初的名字很适合新公司的业务追求。
在收到基地总部的电话之后，作为响应，信使开始跑差使，递送包裹、便条、行李以及餐馆的食物。
大部分递送均为步行，稍远的行程则骑自行车。
那时汽车很少见，百货公司仍然用马和四轮马车运输物品。
6 年以后，美国包裹邮政系统才得以建立。
Jim 和他的合作伙伴 Claude Ryan 在人行道边的一间简陋的办公室运营公司的服务业务。
Jim 的兄弟 George 和其他几个十多岁的少年是公司的信使。
尽管竞争残酷，但公司运转不错，这很大程度上得益于 Jim Casey 严格的准则― 谦恭待客、诚实可靠、全天候服务与低廉的价格。
这些原则至今仍指导着 UPS，Jim 将其归纳为以下口号：最好的服务，最低的价格。
2000-2007时光荏苒，UPS已俨然是全球供应链管理的翘楚。
在UPS，全球货物配送和物流管理已不再是单一的货物递送，而兼具了信息、资金的同步协调。
UPS的客户对此项专业服务的不断需求，最终促成了UPS发展全方位的服务。
UPS供应链解决方案以其高效的组织为客户提供了物流、全球空运、金融及邮件服务以帮助客户增强业务表现并改善全球供应链。
2001年，UPS通过并购拥有了世界上最大的特许经营公司----Mail Boxes Etc.（以零售货运、邮政和商业服务中心著称）后开始向零售业进军。
两年内，约有3000家重新印上"The UPS Store®"商标的 Mail Boxes Etc.在美国相继出现，并提供更优惠的UPS服务。
浅谈ups公司管理方式就ups公司的管理方式这一案例，我们可以提出三个问题：ups公司的案例体现了哪种管理思想及原因；中国企业要提高效率应从哪些方面做起；ups公司的管理是否过于严格。
下面本人就这三个问题惊醒分析。
首先关于第一个问题，我认为ups公司的管理方式体现的是科学管理思想。
弗雷德里克·泰勒的科学管理理论主要通过明确规定提高生产率的指导方针，并且科学管理理论提出四项管理原则：A、对工人操作的每个动作进行科学研究，用以代替老的单凭经验的办法。
在案例中可以看到，ups公司的工业工程师对每一位司机的行驶路线进行时间研究，并对每个送货、暂停和取货活动建立了标准。
这一系列的标准制定都体现原则在“对工人操作的每个动作进行科学研究”:B、科学挑选工人，并进行培训和教育，使之成长。
案例中指出：ups公司为实现公司宗旨，管理当局系统地培训了他们的员工使他们以尽可能高的效率从事工作；C、与工人亲密合作，以保证一切工作都按已发展起来的科学原则去办。
Ups公司的投递员在送货完毕后，再回到汽车的路上完成登记工作，这样的员工与高层间的合作得以使工作更顺利的完成；D、资方和工人之间在工作和职责上几乎是相等的;资方把自己比工人更胜任的那部分工作揽下来。
有整个案例来看，ups的管理方式大的唯一目的即是尽可能的提高工作效率，而科学管理思想就是要确定从事工作的“最佳方式”，即提高劳动生产率。
综上所述，ups公司的管理方式体现了科学管理思想。
接下来，我们来回答中国企业可以从哪几个方面提高效率的问题。
就中国公司的管理现状，我们可以发现以下几个缺陷和不足：1.管理不规范，随意性强。
许多中国企业的管理体制不健全，也没有一套规范系统的管理制度，大多数企业是被动反应型的。
随着新问题的出现，由经营者制定新的措施却没有进行深入的研究;2、企业缺乏长远战略目标。
许多中国企业家永续经营的最终目标，一味追求短期效益或者仅仅是利润最大化、规模的增长。
UPS物流战略环境分析UPS物流战略管理环境分析摘要：通过对UPS的五力模型分析和资源与能力分析，了解UPS的物流战略与核心竞争力。
关键词：波特五力模型资源能力航空运输行业壁垒PART1 UPS的五力模型分析一、国内物流市场竞争状态对比国内物流业这五种力量的作用，来分析一下国内物流市场的竞争状态。
首先，物流业是一个规模化效益的行业，有着很高的进入壁垒，进入者必须要拥有全球的网络，来满足客户对全球贸易发展的需求。
而大公司在广告，运送业务，进出口报关，以及销售网络的具有成本优势。
其次，供应商的议价能力较弱，物流行业里的供应商一般是指那些传统的物流提供者，即运输工具的拥有经营者，如航空公司，陆运车队，船公司甚至许多的IT 产品的公司都是现代物流的结合者。
第三方物流行业与那些传统的物流提供者的关系是合作与竞争的关系，但是大的物流公司大多会签署一个全年的协议价格，保护双方的淡旺季收益。
总体来说，全年的运送成本差异不大。
第三，国内的物流议价能力还是比较均衡的，但是由于国内物流业的发展，很多小的物流企业，或者说不能称之为第三方物流的物流服务商为了迎合一些价格过度敏感的客户，给其提供的不合乎市场规范的一些物流操作，影响了真正的第三方物流商的议价能力，同时我们也应该看到，很多大型的跨国企业公司由于购买集中，数量庞大，也在物流市场上拥有相当的议价权。
第四，物资的流通和运输在生产过程中是长期存在的，但是对于第三方物流来说，其中的某一项技术或者服务方式是可以替代的，如果抛去运送时间的话，海运可以替代空运，甚至铁路运输也可以替代海运，空运。
而最大最经常发生的替代就是那些和物流行业紧密相关的一些产品和技术，随着科技的不断进步，IT 产业的更新换代推动着物流业朝着更精确，更快捷，更方便的领域去。
如以前物流车队的GPS 全球定位系统可以被定位更准确的ITS （智能交通系统）来替代，而现有的标签扫描也开始被无接触扫描的RFID系统来替代。
