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China Aviation Logistics Industry Report (2016-2021), Prospect and Investment Forecast
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Table of Contents
Content Summary
Chapter 1: Background of development of China aviation logistics industry
1.1 analysis of definition and development process of aviation logistics industry
1.1.1 related definitions of aviation logistics industry
(1) definition of aviation logistics industry
(2) definition of aviation logistics enterprise
1.1.2 classification and characteristics of aviation logistics
(1) analysis of classification of aviation logistics
(2) analysis of characteristics of aviation logistics
(3) significance of development of aviation logistics
1.1.3 analysis of the development course of aviation logistics
(1) early stage of development of aviation logistics
(2) period of large-scale development of aviation logistics
(3) period of professional development of aviation logistics
1.2 analysis of development environment of aviation logistics industry
1.2.1 analysis of policy environment of the industry
(1) analysis of related policies and regulations
(2) analysis of related development planning
1.2.2 analysis of economic environment of the industry
(1) analysis of international macroeconomic environment
(2) analysis of domestic macro economy
1.2.3 analysis of technology environment of the industry
(1) application of RFID technology in aviation logistics
(2) development of aviation IT systems
(3) analysis of related models of cargo plane
(4) application of aviation logistics equipment and technology
(5) management of supply chain of aviation logistics
1.3 analysis of development of related industries of China aviation logistics industry
1.3.1 analysis of development of air transport industry
(1) analysis of development process of air transport industry
(2) analysis of operation status quo of air transport industry
(3) analysis of development trends of air transport industry
1.3.2 the overall development of China's logistics industry
(1) overview of development of logistics industry
(2) analysis of operation of logistics industry
(3) forecast of development of the logistics industry during the twelfth-five year period
Chapter 2: Analysis of development of international aviation logistics industry
2.1 analysis of operation of international air cargo
2.1.1 analysis of the global air cargo traffic
(1) overall global air cargo
(2) operation of regional air cargo
(3) market assessment of global air cargo
2.1.2 development of global air cargo alliance
2.1.3 change of the global air cargo industry
2.2 analysis of competition pattern of international aviation logistics industry
2.2.1 ranking of quantity of shipment of major airlines
2.2.2 ranking of freighters of major airlines
2.2.3 freight network layout of major airlines
2.3 analysis of operation of major international air logistics companies
2.3.1 FedEx
(1) analysis of the company's development
(2) analysis of the company's operation
(3) analysis of the company's expansion history
(4) analysis of the company's services in China
(5) analysis of advantages of the company's aviation logistics
2.3.2 UPS
(1) analysis of the company's development
(2) analysis of the company's operation
(3) analysis of the company's expansion history
(4) analysis of the company's services in China
(5) analysis of advantages of the company's aviation logistics
2.3.3 Cathay Pacific Airways
(1) analysis of the company's development
(2) analysis of the company's operation
(3) analysis of the company's expansion history
(4) analysis of the company's services in China
(5) analysis of advantages of the company's aviation logistics
2.3.4 Korean Air
(1) analysis of the company's development
(2) analysis of the company's operation
(3) analysis of the company's expansion history
(4) analysis of the company's services in China
(5) analysis of advantages of the company's aviation logistics
2.3.5 Emirates Airlines
(1) analysis of the company's development
(2) analysis of the company's operation
(3) analysis of the company's expansion history
(4) analysis of the company's services in China
(5) analysis of advantages of the company's aviation logistics
2.3.6 Lufthansa
(1) analysis of the company's development
(2) analysis of the company's operation
(3) analysis of the company's expansion history
(4) analysis of the company's services in China
(5) analysis of advantages of the company's aviation logistics
2.3.7 Singapore Airlines
(1) analysis of the company's development
(2) analysis of the company's operation
(3) analysis of the company's expansion history
(4) analysis of the company's services in China
(5) analysis of advantages of the company's aviation logistics
2.3.8 Cargolux
(1) analysis of the company's development
(2) analysis of the company's operation
(3) analysis of the company's expansion history
(4) analysis of the company's services in China
(5) analysis of advantages of the company's aviation logistics
Chapter 3: Analysis of development of China's aviation logistics industry
3.1 analysis of operation of China's aviation logistics
3.1.1 analysis of air cargo traffic
3.1.2 analysis of air cargo turnover
3.1.3 analysis of aviation airport traffic
3.1.4 analysis of air cargo configuration
3.1.5 analysis of operation efficiency of aviation logistics
3.1.6 analysis of types of air cargo transport
3.1.7 forecast of aviation logistics in 2013
3.2 analysis of competition of subdivided segments of aviation logistics
3.2.1 analysis of main subdivided segments of the industry
(1) transport
(2) airport
(3) agent
3.2.2 analysis of competition in transport
(1) analysis of major transport companies
(2) cargo aircraft configuration
(3) analysis of freight revenue
(4) comparative analysis of freight strength
3.2.3 analysis of competition of airport
(1) layout of major aviation airports
(2) analysis of airport cargo throughput
(3) airport cargo facilities
3.2.4 analysis of competition of agency
(1) major freight forwarding companies
(2) operation income of freight forwarding
(3) bargaining power of freight forwarding companies
3.3 analysis of management of sales channels of China aviation logistics
3.3.1 analysis of status quo of sales channels of aviation logistics
3.3.2 comparative analysis of different sales channels
3.3.3 analysis of value-added management of distribution channels
3.3.4 analysis of value-added management of direct sales channels
3.4 analysis of the problems of China's aviation logistics industry
3.4.1 analysis of problems of aviation logistics industry
(1) one-way air cargo logistics
(2) extension competition of delivery network
(3) imbalance of air passenger transport and freight transport
(4) confusion of air cargo market management
3.4.2 analysis of problems of aviation logistics companies
(1) service chain and value-added issues
(2) analysis of market adaptability
(3) analysis of cargo terminal construction
(4) market integration of enterprises
(5) analysis of overall operation efficiency
(6) analysis of information resource of service chain
3.4.3 analysis of the gap between China’s aviation logistics and foreign aviation logistics
Chapter 4: Analysis of development models of Chinese aviation logistics industry
4.1 development model of balance of both passenger and freight
4.1.1 introduction of model of balance of both passenger and freight
4.1.2 advantages of model of balance of both passenger and freight
4.1.3 analysis of Southern Airlines’ balance of both passenger and freight
(1) the company's freight development strategy
(2) the company's cargo revenue
(3) the company's sales channels
(4) the company's cargo service quality
4.2 analysis of development model of specialized freight
4.2.1 introduction of model of specialized freight
4.2.2 classification of model of specialized freight
4.2.3 advantages of model of specialized freight
4.2.4 development of New China Cargo Airlines
(1) the company's freight development strategy
(2) the company's service products
(3) the company's cargo marketing
4.2.5 development of Air China Cargo
(1) the company's freight development strategy
(2) the company's service products
(3) the company's cargo marketing
4.3 analysis of the development model of integrated logistics provider
4.3.1 introduction of the model of integrated logistics provider
4.3.2 advantages of the model of integrated logistics provider
4.3.3 analysis of integrated logistics services of FedEx
(1) analysis of the development process of FedEx
(2) analysis of FedEx transport performance
(3) analysis of integration of FedEx
(4) summary of FedEx integrated logistics
4.4 analysis of the development model of aviation airport logistics
4.4.1 analysis of operation model of Hong Kong airport
(1) logistics operation of Hong Kong airport
(2) analysis of logistics operation model of Hong Kong airport
4.4.2 analysis of operation model of Incheon airport
(1) logistics operation of Incheon airport
(2) analysis of operation model of Incheon airport
4.5 analysis of business model innovation of aviation logistics
4.5.1 analysis of competition dilemma of aviation logistics
4.5.2 analysis of the need for business model innovation
4.5.3 analysis of innovation path of business model
(1) analysis of concept innovation
(2) analysis of market innovation
(3) analysis of product innovation
(4) analysis of organization innovation
Chapter 5: Analysis of integration of service chain of Chinese aviation logistics industry
5.1 analysis of service chain of aviation logistics industry
5.1.1 operation procedure of aviation logistics industry
5.1.2 composition of service chain of aviation logistics industry
5.1.3 characteristics of the service chain of aviation logistics industry
5.2 analysis of success factors of aviation logistics industry
5.2.1 success factor based on the traditional freight
(1) route coverage
(2) ground transport capacity
(3) customer relationship
(4) IT
(5) value-added service capability
5.2.2 success factor based on air express
(1) transport capacity
(2) process efficiency
(3) brand effect
(4) IT system
(5) quality of service
5.3 analysis of motivation for service chain integration of aviation logistics
5.3.1 bottlenecks of the service chain of aviation logistics
(1) split of service chain
(2) lack of coordination of logistics operation
(3) freight infrastructure lags behind
Global economic integration, sustained growth of economic trade, adjustment of the industrial structure and the deepening of China's civil aviation economic and management system reform create a good environment for the development of China's aviation logistics.
Global economic integration, sustained growth of economic trade, adjustment of the industrial structure and the deepening of China's civil aviation economic and management system reform create a good environment for the development of China's aviation logistics. The poor macroeconomic situation at home and abroad since 2011 made the weak demand, imbalance of supply and demand of freight, low levels of freight price. It has seriously affected the profitability of air cargo and the overall weak cargo in the future is likely to continue for some time. In face of an increasingly competitive market environment, the domestic aviation logistics enterprises must seek changes.
Under the trend of tilt of market power structure gradually to consumers (clients), terminal network with mastering customer resources and facing customer demand is the most valuable and most difficult replaced network. With the development of economy and society, the traditional aviation logistics services with simply transport as the main function are unable to meet the demands of customers. In order to develop China's aviation logistics, it is necessary to develop the integration of aviation logistics.
This report is based on long-term market tracking information by Forward Intelligence on aviation logistics industry. It analyses comprehensively and accurately the structure system from the overall height of the industry for you. This report mainly analyzes development background of aviation logistics industry; development and competition patterns of international air logistics industry; problems of domestic aviation industry issues and the gap with foreign aviation logistics; then analyzes major development models of aviation logistics; then focus on the analysis of service chain integration of aviation logistics; summary of the appropriate way of vertical integration of service chain of aviation logistics; operation of key domestic aviation logistics enterprises; finally forecast of development trends of aviation logistics and summary of investment opportunities of the industry. Meanwhile, based on first-hand market data of the whole industry in the past five years, it can allow you to fully and accurately grasp market trends and development trends of aviation logistics industry.
The greatest feature of this report is forward-looking and timeliness. It is a rare quality for aviation logistics transport companies, aviation airports, air cargo agents and investment companies to accurately understand the latest developments in aviation logistics industry, grasp market opportunities, make the right business decisions and clear corporate directions. It is also a heavyweight report and the industry's first on comprehensive and systematic analysis of aviation logistics industry.
During the writing process, the report is supported byCivil Aviation Administration of China,the National Economic Information Center, the National Bureau of Statistics, the National Bureau of Customs, the International Institute of Information, Ministry of Commerce of China, Tsinghua University Library, Market and Economy Research Institute of the State Council’s Development Research Center and other institutions. We express our special thanks!
Pls note: This report includes a lot of market data, especially enterprise ranking data, it is for business reference purposes only, we hope corporate advertising clients do not use for advertisement ranking comparison. Otherwise, all the consequences caused, Forward Business will not bear!
Special Notes: Neglection of some subtle signs of dramatic changes in the external environment and untimely update the strategic decisions with environmental changes can lead to loss of competitive advantages. Truly successful enterprises (organizations), consciously or unconsciously, will do scientific analysis of the external environment and thus formulate crucial and scientific business strategies!
Qianzhan sincerely wishes every ambitious enterprise can develop a high-quality business decisions and continue to achieve success!
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