發(fā)布時(shí)間：2018-03-20 03:18

  本文選題：紡織機(jī)械配件　切入點(diǎn)：庫(kù)存管理　出處：《東華大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：在全球經(jīng)濟(jì)一體化、市場(chǎng)競(jìng)爭(zhēng)日益激烈的今天,越來(lái)越多的企業(yè)開(kāi)始接受、使用供應(yīng)鏈管理理念和管理方法。庫(kù)存管理是供應(yīng)鏈管理的重要組成部分,供應(yīng)鏈環(huán)境下的庫(kù)存管理成為企業(yè)降低成本、提高客戶滿意度的重要手段。傳統(tǒng)企業(yè)不可避免的持有庫(kù)存,隨著經(jīng)濟(jì)全球化、市場(chǎng)競(jìng)爭(zhēng)愈演愈烈,如果企業(yè)忽視庫(kù)存管理將在競(jìng)爭(zhēng)中處于劣勢(shì),企業(yè)也將陷入嚴(yán)重危機(jī)。 G公司是一家從事紡織設(shè)備、紡機(jī)備件的貿(mào)易公司,公司成立時(shí)間較短,規(guī)模也比較小。母公司1955年在意大利成立,從2008年開(kāi)始,在上海成立G子公司。主要業(yè)務(wù)為采購(gòu)紡織機(jī)械配件,供應(yīng)意大利母公司和其他子公司。與此同時(shí),公司也在東南亞開(kāi)發(fā)客戶,把國(guó)內(nèi)的產(chǎn)品銷往東南亞。在這幾年的發(fā)展中,G公司從一個(gè)僅為母公司供貨的貿(mào)易公司發(fā)展成為可以為其余8件子公司供貨、為多家零售商供貨、可自主開(kāi)發(fā)產(chǎn)品的公司。隨著公司業(yè)務(wù)的不斷擴(kuò)大,經(jīng)營(yíng)配件種類的不斷增加,原有的庫(kù)存管理模式不僅不能滿足公司日常經(jīng)營(yíng)要求,還成為制約公司發(fā)展的因素。 紡織機(jī)械行配件業(yè)有紡織機(jī)器型號(hào)多、紡機(jī)配件種類多、保管要求高等特點(diǎn)。在國(guó)內(nèi)市場(chǎng)上有大量工廠和公司從事織機(jī)配件的生產(chǎn)和銷售活動(dòng),市場(chǎng)比較成熟。從以前的經(jīng)營(yíng)情況來(lái)看,G公司的凈利潤(rùn)與同行相比并不高,大約在7%到8%左右,當(dāng)然,這和整個(gè)行業(yè)利潤(rùn)率有關(guān),但不得不說(shuō),在庫(kù)存方面G公司占用了大量資金。2012年紡織機(jī)械行業(yè)由過(guò)去的兩位數(shù)高增長(zhǎng)跌落到一位數(shù)的微弱增長(zhǎng)。在這種情況下,如何在提高服務(wù)與滿意度的前提下節(jié)約企業(yè)成本成為急待解決的問(wèn)題。目前G公司庫(kù)存管理方面主要存在的問(wèn)題有：1.成品庫(kù)存規(guī)模大,對(duì)所有庫(kù)存配件進(jìn)行一刀切的管理方式,沒(méi)有管理重點(diǎn)。2.需求預(yù)測(cè)不合理,公司的預(yù)測(cè)方法通常是銷售人員根據(jù)上一年銷售情況主觀判斷。3.庫(kù)存周轉(zhuǎn)率低。4.庫(kù)存盤點(diǎn)不及時(shí),無(wú)法確定訂購(gòu)時(shí)間和訂購(gòu)量。為了避免這種情況成為制約企業(yè)發(fā)展的因素,G公司開(kāi)始著手對(duì)庫(kù)存管理進(jìn)行優(yōu)化,首先通過(guò)對(duì)配件進(jìn)行分類,區(qū)分出需要重點(diǎn)控制的配件和一般控制的配件,在針對(duì)不同配件分別制定管理方法。主要使用的方法有：ABC分類法、需求預(yù)測(cè)、(R,S)控制模型、VMI管理方法等。 本文就是在這種背景下,對(duì)G公司的庫(kù)存結(jié)構(gòu)和庫(kù)存成本進(jìn)行分析,旨在快速響應(yīng)客戶需求、提高客戶滿意度的前提下,使庫(kù)存合理化,降低庫(kù)存成本,提高庫(kù)存周轉(zhuǎn)率,使公司在競(jìng)爭(zhēng)中更具優(yōu)勢(shì)。
[Abstract]:With the globalization of the global economy and the increasingly fierce market competition, more and more enterprises begin to accept the concept and methods of supply chain management. Inventory management is an important part of supply chain management. Inventory management in supply chain environment has become an important means for enterprises to reduce costs and improve customer satisfaction. If enterprises ignore inventory management, they will be at a disadvantage in competition. Company G is a trading company engaged in textile equipment and spare parts for spinning machines. The company was established in a short time and on a relatively small scale. The parent company was established in Italy in 1955 and has been in Italy since 2008. Set up G subsidiary in Shanghai. The main business is purchasing textile machinery parts, supplying Italian parent company and other subsidiaries. At the same time, the company also develops customers in Southeast Asia. To sell domestic products to Southeast Asia. In the past few years, the company has grown from a trading company that supplies only its parent company to a company that can supply the remaining eight subsidiaries and many retailers, With the expansion of the company's business and the increase of the types of accessories, the original inventory management model can not only not meet the company's daily business requirements, but also become a factor that restricts the development of the company. Textile machinery accessories industry has many types of textile machinery, a variety of textile accessories, high requirements for safekeeping. In the domestic market, there are a large number of factories and companies engaged in the production and sale of loom accessories. The market is relatively mature. Judging from the previous operating situation, the net profit of the company is not high compared with its peers, about 7% to 8%. Of course, this is related to the profit margin of the whole industry, but I have to say, In inventory, company G took up a lot of money. In 2012, the textile machinery industry dropped from the past double-digit high growth to a small single-digit growth. In this case, How to save the enterprise cost under the premise of improving service and satisfaction has become an urgent problem to be solved. At present, the main problems in the inventory management of G Company are: 1. The finished product inventory scale is large, and all the parts in stock are managed in a one-size-fits-all manner. 2. The demand forecast is unreasonable, the company's forecasting method is usually according to the sales situation of the previous year subjective judgment .3.The inventory turnover rate is low. 4. The inventory count is not timely, It is impossible to determine the order time and quantity. In order to avoid this situation becoming a constraint on the development of the enterprise, G Company began to optimize the inventory management, first by classifying the accessories, The main methods are as follows: (1) the main methods are: (1) ABC classification, (2) demand forecasting control model, (2) VMI management method, and so on. In this context, this paper analyzes the inventory structure and inventory cost of G Company, aiming to respond to customer demand quickly and improve customer satisfaction, so as to rationalize inventory, reduce inventory cost, and improve inventory turnover. Give the company an edge in the competition.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F274;F416.4

【參考文獻(xiàn)】

相關(guān)期刊論文 前6條

1 李建民;;供應(yīng)鏈管理環(huán)境下的聯(lián)合庫(kù)存管理[J];鐵路采購(gòu)與物流;2009年01期

2 章陽(yáng);郭強(qiáng);;聯(lián)合庫(kù)存管理方法研究[J];物流工程與管理;2012年11期

3 胡從旭;;ABC分類法在庫(kù)存管理中的實(shí)施及改進(jìn)[J];物流技術(shù)與應(yīng)用;2011年04期

4 葉杰剛;論庫(kù)存和“零庫(kù)存”[J];物資流通研究;1998年03期

5 蔣翔;張麗君;倪建;趙肖彤;;運(yùn)籌學(xué)ABC分類庫(kù)存法與企業(yè)庫(kù)存管理研究[J];現(xiàn)代企業(yè)教育;2007年18期

6 徐濤;;企業(yè)物資采購(gòu)中庫(kù)存問(wèn)題探究[J];中國(guó)商貿(mào);2010年02期

，

本文編號(hào)：1637277