Jing Chao , president of On the CEVA Internationa

Jing Chao, president of On the CEVA: International patterns of localization (4) {Commentary}


Jing Chao
China President and CEO of CEVA.

1991, graduated from Nanjing University, business administration, 1992 to read Economics University of Colorado, received a Ph.D. in economics. After graduating in 1996 Honeywell, 6 years in the United States in 2002 after returning to Shanghai, a joint venture in Honeywell's president. In early 2007 became president of China into CEVA, from aerospace foot into the logistics industry.

No?

comparison between the word Government relations, service provider relationships, supplier relationships, the domestic terms is not complicated, in fact, is the kind of trust relationship. For example, in dealing with the Government to obtain mutual trust, the key issue is to consider how to generate resonance. Sometimes a company just how do I make a little extra, and I do not take into account how people co-profits, this idea is very common. This makes it difficult to build trust in the Chinese culture, which is relatively large differences between Chinese and foreign cultures areas.
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transferred to China for so long, I feel that as China's economy and social development, more and more people willing to a very smooth, very professional approach to the treatment of business. First cohabitation, fewer fish in troubled waters slowly. Must use the money or by doing illegal things is the relationship between accumulated very short and very risky, not worth it.

logistics environment in China to see how? about CEV Botswana president Jing Rui A tube over: international management patterns of local in (4) lines of comments {}.

deeper impression on the domestic road transport market, more casual, and regional protection issues. This does not form a scale, operational efficiency can not be increased, transport costs will lead to the production costs and a significant proportion. This trend towards the contrary,p90x dvds workout schedules, the next major prerequisite for the development of domestic transportation of such a system must be broken.

(road transport environment is poor) the project affects the cost of our operations and quality. Road transport is an important part of logistics, if not a very good low-cost transportation network, there is no competitive advantage at all. Additionally, if transportation is not a good environment for the transport of goods, then your quality of vehicle safety are difficult to protect.

What solution do you think?

One solution is to have some national systems, (to encourage enterprise) integration of resources through the acquisition of the vehicle up. Speaking from a business perspective to continuously reflect the situation, the initiative to fight for abolition of unnecessary barriers, promote the real highway network. (From the point of view,) it is a strategic issue, if not the pain would not be able tolerate long-term development.

have to say another problem is the management of the driver. Drivers are generally not very high level, a variety of factors that could cause irregular operation, which will enhance the transportation costs. Human management Ye Hao, standardized management Ye Hao, keep things under control is the best.

the moment you encounter the most difficult problems?

tricky thing is human resources, companies are facing this problem. There are strong operational background in logistics much local talent, let alone knowledge of the requirements, management ability, leadership ability. The current situation is that many local companies or to the external position, please foreigners come to do. (Though do not understand the Chinese market) at least he understands the industry and can take decisions in the direction of, the specific operation to others. We hope that the training team in this process, 2,3 years with a group of people. We hope and logistics related to all the various team building, including design team, engineering team, it teams, and international business development team. This process is relatively slow. External

can not just go on it?

of course, have preferred local talent, it is very important, which is related to the company's long-term development. External staff can not last long, take you to start running again. Stability is important, other people who drive to a strong localization, the logistics situation in China is very understanding of the international trend is very sensitive to things very quickly in the operating school. However, the Chinese University began a few years of modern logistics professional, experienced very little talent.

CEVA is a new company, after all, a lot of energy spent on the build team. Done a lot over the past six months after the acquisition, work in this area.