【摘要】：已有越來(lái)越多的企業(yè)成功地使用Supply Hub集配中心改善供應(yīng)物流的流程，優(yōu)化物流資源的配置，從而優(yōu)化物流成本管理，達(dá)到卓越供應(yīng)鏈的目標(biāo)。這篇論文闡述了企業(yè)在制定全球供應(yīng)鏈策略中如何通過(guò)Supply Hub集配中心對(duì)供應(yīng)鏈進(jìn)行優(yōu)化。 A集團(tuán)是歐洲領(lǐng)先的家居和日用品零售商之一。在歐洲有5個(gè)區(qū)域配送中心及接近60個(gè)交叉配送(Cross-Docks)點(diǎn)。在過(guò)去，這些配送中心及交叉配送點(diǎn)營(yíng)運(yùn)得非常成功及高效。然而隨著企業(yè)規(guī)模的擴(kuò)大及全球采購(gòu)份額的不斷提高，以歐洲區(qū)域?yàn)橹行牡奈锪髋渌途W(wǎng)絡(luò)不能再滿足集團(tuán)業(yè)務(wù)發(fā)展的需要，并已經(jīng)與實(shí)際的全球供應(yīng)鏈不相適應(yīng)。為了對(duì)其全球供應(yīng)鏈的物流配送網(wǎng)絡(luò)進(jìn)行優(yōu)化，從2011年起，該集團(tuán)在供應(yīng)商集中的亞太區(qū)引入Supply Hub集配中心，，配合其全球供應(yīng)鏈的發(fā)展，降低供應(yīng)物流成本。在倉(cāng)儲(chǔ)策略上，通過(guò)使用費(fèi)用更低廉的位于亞太區(qū)的倉(cāng)庫(kù)，并引入物流增值服務(wù)；在運(yùn)輸策略上，利用運(yùn)輸量的規(guī)模效應(yīng)引入貨物拼裝運(yùn)輸服務(wù)，貨品直運(yùn)門店服務(wù)；在庫(kù)存管理策略上，在Supply Hub中引入供應(yīng)商管理庫(kù)存項(xiàng)目。通過(guò)這一系列的物流成本管理策略的實(shí)施，達(dá)到倉(cāng)儲(chǔ)成本，物流增值服務(wù)成本，國(guó)際及國(guó)內(nèi)運(yùn)輸成本，庫(kù)存持有成本下降的效果。 本文通過(guò)A集團(tuán)的Supply Hub的實(shí)施案例的學(xué)習(xí)，分析Supply Hub對(duì)A集團(tuán)供應(yīng)物流成本及供應(yīng)鏈流程的影響，對(duì)該物流策略實(shí)施的效果進(jìn)行分析和驗(yàn)證，總結(jié)企業(yè)在國(guó)際物流成本控制的一種最佳實(shí)踐方式，形成對(duì)企業(yè)解決該類問(wèn)題具有代表性的管理方法。
[Abstract]:More and more enterprises have successfully used Supply Hub distribution center to improve the process of supply logistics and optimize the allocation of logistics resources so as to optimize logistics cost management and achieve the goal of excellent supply chain. This paper describes how to optimize the supply chain through Supply Hub distribution center in the process of making global supply chain strategy. Group A is one of the leading home and commodity retailers in Europe. There are 5 regional distribution centers and nearly 60 cross-distribution (Cross-Docks) points in Europe. In the past, these distribution centers and cross-distribution points have been very successful and efficient. However, with the expansion of the scale of enterprises and the increasing share of global procurement, the European region-centric logistics and distribution network can no longer meet the needs of the group's business development, and has not adapted to the actual global supply chain. In order to optimize the logistics and distribution network of its global supply chain, since 2011, the group has introduced the Supply Hub distribution center in the Asia-Pacific region, where the suppliers are concentrated, to coordinate with the development of its global supply chain and reduce the cost of supply logistics. In the storage strategy, through the use of lower-cost warehouses located in the Asia-Pacific region, and the introduction of logistics value-added services; in the transport strategy, using the scale effect of transport volume to introduce cargo assembly transport services, goods direct transportation store services; In inventory management strategy, Vendor managed inventory items are introduced into Supply Hub. Through the implementation of a series of logistics cost management strategies, the effect of reducing storage cost, logistics value-added service cost, international and domestic transportation costs, and inventory holding costs is achieved. This paper analyzes the influence of Supply Hub on the supply logistics cost and supply chain process of Group A through the study of the implementation case of Supply Hub in Group A, and analyzes and validates the effect of the implementation of this logistics strategy. This paper summarizes a kind of best practice of enterprise in international logistics cost control, and forms a representative management method to solve this kind of problem.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F253

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