藍仁昌
金精石英，冰輝沼清。
高堂懸影，仁壽摛聲。
雲開月見，水淨珠明。
—–梁簡文帝．（鏡銘文）
戎馬十年傳記:
物流作業改善（第1-4年）
代表性業務：東莞美佳項目、美宜佳項目、時捷項目、南浦項目、華興項目、柳州佳用項目、四川互惠項目。
- 個人問題：信心、好奇、戒心。
- 業務問題：來源-股東介紹；策略-追求成功案例。
- 員工問題：視同臺灣員工努力栽培。（阿超、承華、愛華、益元、維芳）
- 台幹問題：台幹支援（三個月輪流，每人一年來1-2次）
- 股東問題：全力配合
得：專案滿意度高、跨出成功第一步。
失：營收不足、大陸員工長駐外地和外地員工入戶難而離職。
配送中心規劃（第3-4年）
代表性業務：南浦食品項目、南京蘇果項目、達芙妮項目、時捷物流項目、長春糧食項目。
- 個人問題：惶恐、壓力。
- 業務問題：來源-股東和朋友介紹；策略-追求成功案例。
- 員工問題：員工能力和經驗不足。（曉紅、夏博士、慶強、雅妮）
- 台幹問題：規劃能力不足和輪調工作交接問題。
- 股東問題：全力支持、郭董外匯投資失利、劉總的良藥但苦口。
得：配送中心規劃經驗、體認學校老師的職業素養差、重要幹部夏博士離職。
失：好員工流失。
- 物流軟體發展（第3-6年）
代表性業務：時捷物流項目、南浦食品項目、達芙妮項目。
- 個人問題：力不從心、惶恐、挫折。
- 業務問題：股東和朋友介紹。（追求成功案例）
- 員工問題：失敗中學習、成長。
- 台幹問題：台幹也無能為力、上線時跟著受苦。
- 股東問題：全力支持。
得：取得軟體成功案例
失：虧損持續中。
物流實訓教學（第4-6年）
代表性業務：安徽實驗室專案、南寧實訓基地、高教社編書、中交協編書。
- 個人問題：得心應手
- 業務問題：朋友介紹、有商機但無實質性營收。
- 員工問題：員工轉型得心順手。
- 台幹問題：找到技能培訓發揮舞臺。
- 股東問題：全力支持。
得：跨入教育領域、上海辦公室搬遷（滿足高職學生就業培訓）。
失：培養管理幹部失敗-嚴慶強離職、夏博士回鍋又離職，。
供應鏈管理優化（第6-8年）
代表性業務：錦泰、晉億、康師傅、中國移動。
- 個人問題：摸索、惶恐、力不從心。
- 業務問題：朋友介紹、有利潤但不連續。
- 員工問題：博士能用但無德；碩士生可用但無法獨立、引進高管（薛定國）。
- 台幹問題：完全幫不上忙、引進齊博士等高層管理。
- 股東問題：劉總對無管理者、對業務策略和組織提出警言。（最後劉退股）
得：取得供應鏈成功案例。
失：引進管理幹部失敗（齊博士、孫總、薛定國）。
- 物流技能比賽（第7-10年）
代表性業務： 廣東省、山東省、福建省、（浙江省）、青島市、寧波市、（廈門市）
- 個人問題：得心順手
- 業務問題：中物聯平臺、高教社平臺
- 員工問題：取得容易、培養容易、幹部容易養成、引進高管(陳旭征、吳偉賢)。
- 台幹問題：如魚得水、長駐台幹經驗積累
- 股東問題：股東單一化
得：股份單一化、會計人事獨立、公司轉虧為盈、競爭者收購不成。
失：引進高管失敗、實驗室專案遇到回扣問題後續乏力、比賽受制國賽指定軟體。
示範校建設（10年後…）
代表性業務：成都工業、師資培訓、珠海理工、省經貿、濰坊商校….
- 個人問題：得心應手、知名度和品牌因中物聯聘行職委副主任而大幅提高。
- 業務問題：學校主動來詢價。
- 員工問題：非研究生員工開始力不從心。
- 台幹問題：同大陸員工。
- 股東問題：股東全力支持
得：可以和競爭者錯位競爭、
失：學校有返利問題、比賽致業務停滯、東莞培訓量不足、現任高管無法管理到位（屆臨退休，難全心投入）。
- 連鎖業商流項目（第10年後…）
代表性業務：時捷物流選址專案、美宜佳大亞灣專案、認證專案、電商專案….
- 個人問題：諮詢專案采外包制而順手。
- 業務問題：集團內專案。
- 員工問題：力不從心只能協助調研、整理材料等協助工具。
- 台幹問題：無著力點、學習和管理跟不上但擔任業務管理尚可嘗試。
- 股東問題：全力支持。
得：跨入商流專案、家庭關係和諧。
失：業務管理和產品研發不足，仍須努力。
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