本文選題：VMI + 庫(kù)存管理　； 參考：《華東理工大學(xué)》2017年碩士論文

【摘要】：食品行業(yè)具有生命周期短、價(jià)格變動(dòng)敏感、時(shí)令消費(fèi)性強(qiáng)等特點(diǎn),因此其行業(yè)市場(chǎng)需求具有較大的波動(dòng)性。這種持續(xù)波動(dòng)的需求特性對(duì)食品原料庫(kù)存管理提出了挑戰(zhàn)。在供應(yīng)鏈中,終端需求的不穩(wěn)定會(huì)逐級(jí)放大,導(dǎo)致“牛鞭效應(yīng)”,因而食品市場(chǎng)需求的波動(dòng)性大大增加了供應(yīng)鏈上游對(duì)食品原料庫(kù)存控制的難度。所以,如何有效控制食品原料庫(kù)存對(duì)提高供應(yīng)鏈運(yùn)作效率,適應(yīng)快速變化的供求關(guān)系,具有十分重要的現(xiàn)實(shí)意義。本文立足于全球知名的零食和健康食品加工企業(yè)P食品公司,對(duì)該公司出現(xiàn)的原料庫(kù)存和采購(gòu)成本過(guò)高、生產(chǎn)不時(shí)缺料、倉(cāng)庫(kù)時(shí)常爆倉(cāng)、過(guò)期報(bào)廢原料逐年增加等庫(kù)存問(wèn)題進(jìn)行詳細(xì)的描述和剖析。在充分調(diào)研P食品公司現(xiàn)有市場(chǎng)需求預(yù)測(cè)機(jī)制和供應(yīng)鏈流程的基礎(chǔ)上,本課題擬從需求預(yù)測(cè)準(zhǔn)確率偏低安全庫(kù)存過(guò)高導(dǎo)致庫(kù)存水平和采購(gòu)成本居高不下、原料采購(gòu)交貨期過(guò)長(zhǎng)導(dǎo)致生產(chǎn)時(shí)常缺料、生產(chǎn)和銷售的季節(jié)集中性特點(diǎn)以及供應(yīng)商送貨頻率過(guò)少導(dǎo)致原料送貨時(shí)間集中原料倉(cāng)庫(kù)爆倉(cāng)、采購(gòu)最小訂購(gòu)量MOQ(Minimize Order Quantity)不合理和產(chǎn)品下架預(yù)測(cè)周期較短導(dǎo)致專屬原料報(bào)廢逐年增加這四個(gè)方面分析其原料庫(kù)存管理問(wèn)題的主要原因。結(jié)合P公司的原料特點(diǎn),本文發(fā)現(xiàn)供應(yīng)商庫(kù)存管理VMI(Vendor management Inventory)可以改善P公司的原料庫(kù)存管理問(wèn)題。根據(jù)P食品公司未來(lái)發(fā)展策略,在基于VMI庫(kù)存管理方法的基礎(chǔ)上,本課題擬對(duì)P食品公司實(shí)施VMI庫(kù)存管理的可行性進(jìn)行分析。與供應(yīng)商之間建立起適宜的VMI合作關(guān)系,通過(guò)需求預(yù)測(cè)模型的改變提高P公司的預(yù)測(cè)準(zhǔn)確率。通過(guò)與供應(yīng)商協(xié)商設(shè)定VMI原料倉(cāng)庫(kù)來(lái)縮短原料采購(gòu)到貨時(shí)間。通過(guò)與供應(yīng)商協(xié)商設(shè)定標(biāo)準(zhǔn)的原料送貨流程來(lái)解決原料集中到貨導(dǎo)致的“爆倉(cāng)”問(wèn)題。通過(guò)與供應(yīng)商合作建立起靈活的原料采購(gòu)MOQ量來(lái)解決單次采購(gòu)量過(guò)大導(dǎo)致的原料過(guò)期報(bào)廢問(wèn)題。通過(guò)以上措施的實(shí)施促進(jìn)了P公司快速發(fā)展,提高企業(yè)的服務(wù)和競(jìng)爭(zhēng)力水平。
[Abstract]:Food industry has the characteristics of short life cycle, sensitive price change and strong seasonal consumption, so the market demand of food industry has great volatility. This fluctuating demand characteristic poses a challenge to the inventory management of food raw materials. In the supply chain, the instability of terminal demand will be amplified step by step, resulting in "bullwhip effect". Therefore, the fluctuation of food market demand greatly increases the difficulty of food raw material inventory control upstream of the supply chain. Therefore, how to effectively control the stock of food raw materials is of great practical significance to improve the operational efficiency of supply chain and adapt to the rapidly changing supply and demand relationship. This article is based on the world famous snack and healthy food processing company P food company, the raw material inventory and purchasing cost of the company appear too high, production from time to time lack of materials, warehouse often explodes warehouse, This paper describes and analyzes the stock problem of obsolete raw material increasing year by year. On the basis of investigating the existing market demand forecasting mechanism and the supply chain process of P Food Company, this paper intends to make the inventory level and purchasing cost high from the low accuracy rate of demand forecasting and too high safety inventory. The long lead time of raw materials purchase often leads to the shortage of materials, the seasonal centrality of production and sales and the low delivery frequency of suppliers lead to the material delivery time centralized raw material warehouse burst, The main reasons of raw material inventory management problem are analyzed in four aspects: unreasonable purchase minimum quantity MOQ(Minimize Order quantity) and short forecast period of product dismount, which leads to the increase of waste of exclusive raw material year by year. Combined with the raw material characteristics of P Company, this paper finds that the supplier inventory Management (VMI(Vendor management inventory Management) can improve P Company's raw material inventory management problem. According to the future development strategy of P Food Company, based on the VMI inventory management method, the feasibility of implementing VMI inventory management in P Food Company is analyzed. A suitable VMI cooperation relationship with suppliers is established, and the forecasting accuracy of P Company is improved by changing the demand forecasting model. Set up VMI raw material warehouse in consultation with supplier to shorten the time of material purchase. By negotiating with suppliers to set up standard raw material delivery process to solve the raw material centralized delivery caused by the "open warehouse" problem. In order to solve the problem of material expiration and scrap caused by excessive single purchase quantity, the flexible raw material purchasing MOQ quantity can be established in cooperation with suppliers. Through the implementation of the above measures to promote the rapid development of P Company, improve the level of service and competitiveness of enterprises.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F274;F416.82

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