How to Strengthen Safety Management in the Logistics Industry

Release date:

2021-05-08

Author:

Jinhua Logistics

Safety issues in the logistics industry deserve greater attention. Logistics companies should continuously strengthen foundational safety management, consistently enhance employees’ sense of safety responsibility, and improve their emergency response capabilities, thereby ensuring the stable and efficient completion of logistics tasks. One of the greatest practical values of logistics lies in safety training and immersive accident simulations. Knowledge is the beginning of action, and action leads to understanding; experiencing something firsthand is far more effective than hearing about it a thousand times. What is risk? Risk equals consequence multiplied by probability. Depending on the different quadrants defined by consequence and probability, and constrained by available resources, we adopt targeted management strategies. However, in terms of our mindset toward risk, we must adhere to Heinrich’s Law—the “iceberg theory.” It is important to recognize that Heinrich’s Law, derived from big data analysis at the time, reveals the latent risk potential underlying accident patterns. We often categorize safety conditions using terms like hazards, near-misses, and actual accidents, but the risks that give rise to these phenomena share a common origin and can manifest as outcomes of varying severity when conditions align. If you prioritize safety, implement appropriate measures, and rigorously close the PDCA cycle, you can achieve improvements or even eliminate risks—whether in the present or the future. Safety management is a systematic undertaking. Over the years, various industries have developed mature management systems and control models. Mastering and applying these management tools is akin to progressing from technique to principle; similarly, the dimensions of safety management follow this trajectory. Personally, I believe that, from the perspective of enhancing safety management at the logistics operations level, the horizontal dimension encompasses people, machinery, materials, methods, and environment, while the vertical dimension covers personnel, vehicles, routes, and sites—each offering key entry points for rapidly improving safety performance. When analyzing the causes of safety incidents, one of the most frequently cited direct factors is employees’ reluctance to follow proper procedures. The root cause, however, often lies in individuals’ or teams’ dynamic adjustments to established processes, driven by self‑interest and risk‑aversion. In many cases, both operators and managers tend to selectively downplay the likelihood of serious consequences, even when such outcomes are possible. This behavior resembles virtual or augmented reality applied to safety risks—only in reverse. Willingness and capability are the two essential elements for success. In safety management, focusing on people means paying attention to both willingness and ability. Taking the transportation module as an example, cultivating safety‑related commitment among operators and managers requires fostering a supportive culture and establishing robust mechanisms, along with conducive atmospheres and clear rules. Some have tried using health‑tracking wristbands to help manage drivers’ schedules, though this approach has faced criticism and instances of misuse. Ultimately, such efforts aim primarily to reinforce a shared safety mindset. Beyond addressing the individuals directly involved, it is equally important to extend this focus to their families and friends, aligning values, shaping collective attitudes, building habits, and encouraging mutual oversight.

Safety issues in the logistics industry deserve greater attention. , Logistics company should Continuously strengthen safety management fundamentals. , continuously strengthen employees’ awareness of safety responsibilities, enhance their emergency response capabilities, and contribute to the stable and efficient completion of logistics tasks.

One of the logistics industry’s most significant applications is safety training and immersive accident simulations. Knowledge is the beginning of action, and action is the fulfillment of knowledge; experiencing it once is far more effective than lecturing ten thousand times.

What is risk? Risk. = Consequence × Probability. Based on resource constraints, we prioritize and adopt targeted management strategies for the different quadrants defined by consequence and probability. However, in terms of our ideological understanding of risk, we must adhere to Heinrich’s Law—the “iceberg theory.” It is important to recognize that Heinrich’s Law, distilled from big‑data analysis at the time, reveals the latent risk potential underlying accident patterns. We often use categories such as hazards, near‑misses, and actual accidents to grade safety conditions, yet the risks that give rise to these phenomena share a common origin; when conditions converge, they can manifest as outcomes of varying severity. If you take risks seriously, implement effective measures, and rigorously close the PDCA cycle, you can achieve improvements or even eliminate them—whether in the present or in the future.

Safety management is a systematic undertaking. Over the years, various industries have developed mature management systems and control frameworks. Mastering and applying these management tools—much like progressing from physical techniques to mental discipline—applies equally to the dimensions of safety management. In my view, when considering how to enhance safety management at the logistics operations level, the horizontal dimension encompasses people, equipment, materials, methods, and the environment, while the vertical dimension covers personnel, vehicles, routes, and sites. Among these, identifying the right entry points can swiftly drive improvements in safety performance.

When analyzing the root causes of security incidents, one direct factor behind frequent occurrences is employees’ reluctance to follow proper procedures. At the underlying level, this stems from individuals’ or teams’ tendency to dynamically fine-tune processes based on their own self‑perception and a risk‑averse, profit‑seeking mindset. Oftentimes, both implementers and managers, when assessing security risks, selectively downplay the likelihood of adverse outcomes—even when severe consequences are possible. This approach resembles virtual or augmented reality applied to security risks—except that it operates in reverse.

Willingness + Capability is one of the two essential elements for success; in safety management, human‑centered oversight must address both willingness and competence. Taking the transportation module as an example, cultivating the safety‑management mindset of operators and managers requires a robust culture and mechanisms, as well as a conducive atmosphere and clear rules. We have previously experimented with health‑tracking wristbands to help manage drivers’ work‑rest schedules, though this approach has drawn criticism and even instances of cheating—yet its primary purpose was to reinforce the underlying safety ethos. Beyond focusing on the individuals directly involved, it is equally important to extend this effort to their families and friends, aligning shared values, fostering a supportive environment, establishing lasting habits, and encouraging collective accountability.