本文選題：成品庫存　切入點：倉庫管理　出處：《蘇州大學(xué)》2014年碩士論文

【摘要】：在當今的全球經(jīng)濟形勢下，企業(yè)和企業(yè)之間的競爭不僅體現(xiàn)在產(chǎn)品的質(zhì)量，，價格和性能之間的競爭，并且體現(xiàn)在是否能對客戶的需求提供快速的響應(yīng)和及時供貨服務(wù)，從而滿足客戶需求,以提高客戶服務(wù)水平。但是公司的庫存水平和提升客戶服務(wù)水平，這兩個方面在一定意義上是存在對立的矛盾關(guān)系的：一方面，為了維持客戶滿意度和提升服務(wù)水平就需要建立比較高的庫存水平；另一方面，降低庫存水平就有可能降低客戶服務(wù)滿意度。因此，現(xiàn)代企業(yè)和企業(yè)之間的競爭已經(jīng)使企業(yè)的供應(yīng)鏈管理和物流管理也參與進來，如何在維持和提升客戶的滿意度的同時又要對本公司的庫存水平管理進行控制。 本論文在這背景下，通過作者所在單位A公司的工作中所面臨的發(fā)展現(xiàn)狀和所遇到的實際問題進行闡述和分析，運用庫存控制理論，通過從外部環(huán)境壓力和因素進行系統(tǒng)的分析以及對A公司內(nèi)部業(yè)務(wù)流程和經(jīng)營狀況分析可以發(fā)現(xiàn)，物流成本和物流服務(wù)是當今企業(yè)的核心競爭。因此，如何優(yōu)化物流操作，以降低成本和完善的服務(wù)已經(jīng)成為必要性。在分析問題的基礎(chǔ)上，提出了對A公司的具體改進措施： 1.通過對內(nèi)部客戶訂單和外部客戶訂單采取不同的改善方案：如通過船期表進行預(yù)定箱；2.優(yōu)化職能部門（倉庫的集中和整合）；3.操作流程的改革和改進；4.SAP系統(tǒng)訂單輸入方式的變更；5.包裝標準化等方面進行變更和改善。從供應(yīng)鏈管理和物流管理方面的改善來探索出一條適合于A公司的精益物流之路，從而達到既能快速靈活地響應(yīng)客戶需求以達到維持和提高服務(wù)水平和客戶的滿意度，又能達到降低庫存水平和節(jié)約成本的目的，增強A公司在市場上的競爭力。最后，在總結(jié)本研究的基礎(chǔ)上，總結(jié)和展望了結(jié)論以及不足之處。
[Abstract]:In today's global economic situation, the competition between enterprises and enterprises is not only reflected in the quality, price and performance of products, but also in the ability to provide rapid response to customer needs and timely delivery services. In order to meet the needs of customers to improve customer service level. But the company's inventory level and improve customer service level, these two aspects in a sense there is a contradictory relationship: on the one hand, In order to maintain customer satisfaction and improve service level, it is necessary to establish a higher inventory level; on the other hand, reducing inventory level may reduce customer service satisfaction. The competition between modern enterprises and enterprises has made the supply chain management and logistics management of enterprises also participate. How to maintain and improve customer satisfaction at the same time to control the company's inventory level management. Under this background, through the author's unit A company in the work of the development and analysis of the actual problems encountered, the use of inventory control theory, Through the systematic analysis of external environmental pressure and factors, and the analysis of internal business process and management condition of company A, we can find that logistics cost and logistics service are the core competition of enterprises today. Therefore, how to optimize logistics operation, It is necessary to reduce the cost and perfect the service. Based on the analysis of the problems, the paper puts forward the specific improvement measures for company A:. 1. Through the adoption of different improvement schemes for internal and external customer orders: for example, booking boxes through shipping schedules 2.optimizing functional departments (centralization and integration of warehouses) 3.Reformation and improvement of operating procedures 4. SAP system orders. The change of input mode 5. packaging standardization and other aspects to change and improve. From the supply chain management and logistics management to explore an improved lean logistics suitable for A company, In order to achieve both rapid and flexible response to customer demand in order to maintain and improve the level of service and customer satisfaction, but also to reduce the inventory level and cost savings, enhance the competitiveness of company A in the market. On the basis of summing up this research, the conclusion and deficiency are summarized and prospected.
【學(xué)位授予單位】：蘇州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F416.6;F274

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