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The characteristics of air cargo transportation determine that it has extremely high requirements for the efficient use of funds. Efficient transportation processes, advanced equipment updates and high-quality service guarantees are inseparable from sufficient and reasonable financial support. The zero-based budgeting reform provides air cargo transportation companies with a new way of capital planning.

In the traditional base budget model, air transport cargo companies often make simple adjustments based on the budget quota of the previous year. This approach may lead to irrational resource allocation and fail to truly meet the needs of business development. For example, for some emerging cargo routes, if funds are allocated only according to the base budget, they may not be able to successfully expand the market due to insufficient funds.

Zero-based budgeting breaks this inertia. It requires starting from scratch and re-evaluating the necessity and rationality of each expenditure. For air transport and cargo companies, this means that funds can be planned more accurately and resources can be invested in the areas with the greatest potential and benefits.

Take the purchase and maintenance of aircraft as an example. Under the base budget model, due to past budget inertia, too much investment may be made in the maintenance of old aircraft, while the purchase of new aircraft is ignored. The zero-based budget reform can prompt companies to re-examine the operation of aircraft, and reasonably allocate funds to purchase new and energy-saving aircraft according to actual needs and future development plans, so as to improve transportation efficiency and reduce operating costs.

At the same time, the zero-based budget reform also helps air transport and cargo companies optimize their human resource allocation. In terms of recruitment, training and employee benefits, the zero-based budget approach can more scientifically evaluate the benefits of various human resource expenditures, avoid unnecessary waste of human resource costs, and improve employee work efficiency and satisfaction.

In addition, in terms of marketing and customer service, zero-based budgeting allows companies to respond to market changes more flexibly. According to the needs and competitive situation of different markets, marketing expenses can be reasonably arranged to improve brand awareness and customer satisfaction, thereby increasing freight business volume.

However, the implementation of zero-based budget reform in the field of air transport cargo is not smooth sailing. Due to the particularity and complexity of the industry, various challenges may be encountered during implementation.

First, the accuracy and completeness of data are the foundation of zero-based budget reform. Air transport and cargo transportation involve many links and data, such as flight information, cargo transportation volume, fuel consumption, etc. If the data is inaccurate or incomplete, it will affect the scientificity and rationality of budget assessment.

Secondly, the zero-based budget reform requires close cooperation and effective communication between departments within the enterprise. In the process of budgeting, the finance department, operations department, marketing department, etc. need to participate together and fully communicate their respective needs and ideas. However, in actual operation, there may be conflicts of interest and communication barriers between departments, which will affect the smooth progress of the reform.

In addition, the zero-based budget reform has put forward higher requirements on the management level and personnel quality of enterprises. Budget compilers need to have rich industry knowledge, financial knowledge and data analysis capabilities, and be able to accurately evaluate the necessity and benefits of various expenditures. At present, some air transport and cargo companies may have a shortage of talents in this regard.

Faced with these challenges, air transport cargo companies need to take a series of measures to respond.

Strengthening data management and information construction is the key. By establishing a sound data collection and analysis system, we can ensure the accuracy and timeliness of data and provide a reliable basis for zero-based budget reform.

At the same time, enterprises should strengthen internal training and talent introduction, improve employees' budget management capabilities and overall quality, and provide talent guarantee for the implementation of reforms.

In addition, establishing effective communication and coordination mechanisms to promote collaboration and cooperation among departments is also an important guarantee for the smooth progress of zero-based budgeting reform.

In short, the zero-based budgeting reform has brought new opportunities and challenges to the air transport and cargo industry. Only by actively responding and giving full play to the advantages of zero-based budgeting can enterprises achieve sustainable development in the fierce market competition and make greater contributions to promoting China's modernization.