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Logistics informatization focuses on the collection, processing and transmission of information through the application of information technology. The main objects of management are business information, that is, explicit knowledge. It can only make information the basis for action, but it cannot transform information into more effective behavior through the role of the individual or organization's own knowledge. However, after receiving information, information managers must combine their own work experience and lessons, think about it, and make behavioral decisions. For the same kind of information, different people will make different decisions, and different decisions will produce different benefits. It can be seen that tacit knowledge such as employees' experiences, lessons and ways of thinking has a substantial impact on corporate decision-making. These invisible and tacit knowledge cannot be collected by logistics informatization using information technology. At the same time, it is difficult for logistics employees to use the logistics information system to learn from and refer to the practical experience and work skills of other employees for knowledge reuse and knowledge innovation.
In order to provide more valuable knowledge for logistics decision-making, improve employee knowledge levels and business operation efficiency, companies must make full use of the tacit knowledge hidden in people's minds, not only to present it in a visible and standardized form When delivering information in the logistics system, we must also use our own knowledge to mine the tacit knowledge hidden in the information and truly realize knowledge sharing. This transformation of management concepts requires management objects to shift from explicit knowledge to tacit knowledge, that is, to knowledge management.
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