本文選題：供應(yīng)鏈管理　切入點：訂單管理　出處：《吉林大學(xué)》2014年碩士論文

【摘要】：根據(jù)大陸汽車電子有限公司長春工廠2010至2013年度的財務(wù)數(shù)據(jù)顯示，公司每年耗費在庫存年上的成本占這些產(chǎn)品總價值的30%--40%。而造成如此高庫存的根本原因是由于訂單及生產(chǎn)計劃管理不足導(dǎo)致的.自2007年大陸集團收購德國西門子長春工廠以來，以及全球汽車零部件行業(yè)的迅猛發(fā)展，公司業(yè)務(wù)量顯著增加，相比之下，傳統(tǒng)訂單及生產(chǎn)計劃方法逐漸暴露出來在管理上的不足。一方面，庫存積壓造成庫存資金占用巨大，資金周轉(zhuǎn)慢；另一方面，經(jīng)常出現(xiàn)原材料斷貨的情況，客戶訂單響應(yīng)速度較慢，以致產(chǎn)生客戶投訴，客戶滿意度不高。 在這種背景下，制定出一套適合大陸汽車電子有限公司自身的訂單及生產(chǎn)計劃管理解決方案，以此來規(guī)范和管理公司的日常生產(chǎn)運營活動勢在必行。因此，大陸汽車電子有限公司要想在全球汽車零部件行業(yè)保持領(lǐng)先地位，就必須在傳統(tǒng)的訂單及生產(chǎn)計劃管理方式上加以改進(jìn)，重新審視企業(yè)狀況并挖掘潛在的經(jīng)濟資源，除了從公司內(nèi)部著手之外，更重要的是從整個汽車零部件行業(yè)供應(yīng)鏈上去整合相關(guān)資源，而近年興起的供應(yīng)鏈管理思想恰恰可以成為解決這些問題的理論基礎(chǔ)，并在全球知名企業(yè)中受到廣泛重視。因此，在供應(yīng)鏈環(huán)境下對訂單及生產(chǎn)計劃管理方案的探索是大陸汽車電子有限公司目前亟待解決的問題。 本研究希望通過合理的供應(yīng)鏈管理模式，依照大陸汽車電子有限公司項目管理過程，分析當(dāng)前的訂單和大陸汽車電子有限公司的生產(chǎn)計劃現(xiàn)行管理方式和流程存在的不足，與當(dāng)前市場環(huán)境的現(xiàn)狀相結(jié)合，對公司的訂單管理和生產(chǎn)計劃管理模式及流程進(jìn)行逐一優(yōu)化，通過詳細(xì)的配置相關(guān)功能和參數(shù)，大陸汽車電子有限公司在中國大陸實施SAP模塊和實現(xiàn)新工藝流程，，從而提高整個集團的供應(yīng)鏈管理能力，使得大陸汽車電子有限公司能夠在新的挑戰(zhàn)中把握市場機會，保持全球前三位汽車零部件企業(yè)的位置。本論文的意義正是以大陸汽車此次項目實施為案例，總結(jié)了結(jié)合SAP APO模塊的訂單管理流程及生產(chǎn)計劃管理流程，并希望在類似企業(yè)實施訂單與生產(chǎn)計劃管理系統(tǒng)并進(jìn)行流程再造時有所幫助。
[Abstract]:According to financial data from Changchun Factory of China Automotive Electronics Co. Ltd. For 2010 to 2013, the company spends 30-40% of the total value of these products each year on inventory.The root cause of such a high inventory is inadequate management of orders and production plans.Since the acquisition of Siemens Changchun factory by Continental Group in 2007, and the rapid development of the global auto parts industry, the business volume of the company has increased significantly.Traditional orders and production planning methods gradually exposed the deficiencies in management.On the one hand, inventory overstocking results in huge capital occupation and slow turnover of funds; on the other hand, there is often a shortage of raw materials, and the response speed of customer orders is slow, resulting in customer complaints and low customer satisfaction.Under this background, it is imperative to formulate a set of order and production plan management solutions suitable for China Automotive Electronics Co., Ltd., in order to standardize and manage the daily production and operation activities of the company.Therefore, in order to maintain the leading position in the global automotive parts industry, mainland Automotive Electronics Co., Ltd. must improve its traditional order and production planning management methods, re-examine the situation of enterprises and tap potential economic resources.In addition to starting from within the company, it is more important to integrate related resources from the supply chain of the whole automotive parts industry, and the rising idea of supply chain management in recent years can be the theoretical basis to solve these problems.And in the world-famous enterprises by a wide range of attention.Therefore, in the supply chain environment, the exploration of order and production planning management is the urgent problem of China Automotive Electronics Co., Ltd.According to the project management process of China Automotive Electronics Co., Ltd., this study hopes to analyze the shortcomings of current orders and current production plan management methods and processes of China Automotive Electronics Co., Ltd through a reasonable supply chain management model.Combined with the current situation of the market environment, the order management and production planning management mode and process of the company are optimized one by one, and the related functions and parameters are configured in detail.China Automotive Electronics Co., Ltd. implements the SAP module and the new process in mainland China, which improves the supply chain management ability of the whole group and enables China Automotive Electronics Co., Ltd. to grasp the market opportunities in the new challenges.Maintain the position of the top three auto parts companies in the world.The significance of this paper is to take the implementation of this project in mainland China as a case, and summarize the order management process and production planning management process combined with SAP APO module.It also hopes to help similar enterprises to implement order and production planning management system and process reengineering.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F273;F426.471

【參考文獻(xiàn)】

相關(guān)期刊論文 前6條

1 徐春迎,阮文彪;供應(yīng)鏈不確定性與安全庫存研究[J];商業(yè)研究;2005年13期

2 胡朝暉;劉大成;駱武偉;曹紅陽;;需求確定的分銷供應(yīng)鏈系統(tǒng)多級庫存優(yōu)化研究[J];商業(yè)研究;2006年01期

3 洪偉民;劉晉;;供應(yīng)鏈績效評價研究綜述[J];商業(yè)研究;2006年08期

4 王槐林,楊敏才,張曉鳳,張向陽;供應(yīng)鏈管理中VMI系統(tǒng)的研究[J];工業(yè)工程;2005年01期

5 李虎;吳劍英;霍佳震;;基于(R,S)策略的多品種零備件庫存結(jié)構(gòu)優(yōu)化[J];工業(yè)工程與管理;2006年04期

6 林宛楊;;淺析汽車供應(yīng)鏈管理中備件庫存成本管理[J];電腦與電信;2010年11期

本文編號：1728846