With the continuous development of the automobile industry, China's automobile logistics has experienced four main stages from its organizational form and operation mode:

Stage 1 (1980s - 1990s)

This stage is in the initial stage of domestic automobile industry, and the scale of automobile logistics is not large, and automobile manufacturers often set up logistics departments to meet their own logistics needs. The general logistics enterprise still has some deficiencies in the professional aspect.

Stage 2 (mid and late 1990s)

With the maturity and expansion of domestic automobile manufacturing enterprises, they gradually realize the importance of logistics and set up logistics subsidiaries to assist automobile production. For example, saic group established anji logistics, faw group established faw logistics and so on.

Stage 3 (early 21st century)

Domestic third-party logistics is developing towards specialization and scale, and gradually permeates the automobile industry. As its property rights are independent from automobile manufacturing enterprises and not limited to single customers, it has better efficiency and scale advantages. At this stage, auto manufacturers also tend to outsource some of their logistics business, thus focusing on auto production and marketing.

Stage 4 (around 2010)

Comprehensive automobile logistics enterprises are basically mature. Large automobile logistics enterprises gradually outsource their transportation to carriers, focusing on the design of logistics solutions and optimization of logistics network and other value-added s. As its own capacity is less, operating flexibility is improved, and the operating risk brought by the industry boom and volatility is greatly reduced.

With the booming development of China's automobile industry, the prospect of automobile logistics market is also particularly attractive. However, China's current automobile logistics supply chain system can no longer meet the needs of modern automobile industry competition due to the large system, vast region, difficult information exchange between supply and demand, and complicated and backward logistics operation. China's logistics enterprises are still in the initial stage of development, and many of them are transformed from traditional warehousing and transportation enterprises. They have not yet improved their management level, technical strength and service scope qualitatively.

It is understood that the efficiency of the whole vehicle logistics operation is directly related to the manufacturer's ability to deliver the car to the final customer on time and efficiently with lower logistics cost, faster reaction speed, higher transport quality. As an important part of automobile logistics supply chain, the whole automobile logistics will ultimately affect the image, market performance and customer satisfaction of automobile manufacturing enterprises. As a result, more and more car manufacturers realize that if they fail to effectively manage the vehicle logistics, the delivery time of the vehicle will be delayed, and even the vehicle will be damaged in the storage and transportation process, ultimately affecting the satisfaction of the car buyers. In addition, automobile production is gradually developing towards multi-variety and small batch. It is difficult for automobile manufacturers to make accurate predictions on the market, and it is easy to cause frequent changes in production plans. Therefore, the operation mode of whole-vehicle logistics should gradually drive upstream process with customer demand as the source. At present, the whole vehicle logistics is changing from the simple commodity vehicle transportation to a new type of logistics which is mainly d on transportation, supplemented by warehousing, distribution and terminal value-added services.

At present, the most prominent problem in China's automobile complete vehicle logistics industry is that the enterprise groups present a large, scattered and small situation. The competition between enterprises is greater than the cooperation, which leads to waste of resources on one hand, and poor integrated logistics capacity of enterprises on the other hand, which cannot adapt to the rapidly changing market requirements. Under the supply chain environment of service specialization and explicit division of labor, it is impossible for many complete vehicle logistics enterprises to realize the overall optimization of logistics service by relying on their own ability. The resource integration strategy is adopted to realize the resource complementarity among the whole-vehicle logistics enterprises, which is the optimal choice for China's whole-vehicle logistics industry to improve the development level of the industry, enhance the competitiveness of the enterprise, reduce the cost of logistics and improve the quality of logistics service. According to the survey results, 89 percent of automobile manufacturers and 84 percent of automobile logistics enterprises believe that resource integration is the future development trend of China's automobile logistics.

From global logistics