本文選題：供應(yīng)鏈庫存管理 + 戰(zhàn)略采購總成本管理��； 參考：《南京工業(yè)大學(xué)》2014年碩士論文

【摘要】：在目前環(huán)境迅猛變化、競爭異常激烈、市場需求瞬息萬變的環(huán)境下，庫存管理問題不但影響著企業(yè)資金占用量的大小、庫存成本的高低，而且還影響著企業(yè)的產(chǎn)品對市場響應(yīng)速度、客戶服務(wù)水平和企業(yè)的市場份額。 隨著全球經(jīng)濟(jì)的快速發(fā)展，物流的通暢程度和高效的物流運(yùn)作已成為世界各國經(jīng)濟(jì)發(fā)展中不可或缺的重要組成成分。企業(yè)界和學(xué)術(shù)界已越來越重視物料和物資的管理，因?yàn)樗鼈円寻l(fā)展成為庫存管理中的一個(gè)重要環(huán)節(jié)。 在供應(yīng)鏈環(huán)境下，如何進(jìn)行庫存控制，將是供應(yīng)鏈管理不可缺少的內(nèi)容之一。供應(yīng)鏈條件下的庫存管理有許多新的特點(diǎn)和要求，與傳統(tǒng)的庫存管理相比，它們之間還是存在著比較大的差異。在供應(yīng)鏈管理的條件下，傳統(tǒng)的庫存控制方式是各自為政，它已經(jīng)沒有辦法再滿足新形勢下供應(yīng)鏈管理的要求。因此必須整合舊有的庫存管理職能，使其發(fā)揮更高的效益，從而讓供應(yīng)鏈的整體庫存水平達(dá)到最佳水平。 庫存管理和優(yōu)化的最終目的是合理地平衡服務(wù)與成本、提高庫存儲存和使用效率、根據(jù)公司發(fā)展的戰(zhàn)略將庫存的結(jié)構(gòu)從低效向高效轉(zhuǎn)化。供應(yīng)鏈環(huán)境下的庫存優(yōu)化是一個(gè)循序漸進(jìn)的過程，需要不斷的努力和改善才能達(dá)到最佳控制水平。 本文以供應(yīng)鏈中的核心企業(yè)飛利浦電子（蘇州）有限公司為實(shí)證研究對象，簡要敘述了公司供應(yīng)鏈的特點(diǎn)和市場競爭環(huán)境，分析了供應(yīng)鏈環(huán)境下的庫存管理與傳統(tǒng)庫存管理的異同點(diǎn)。主要的研究領(lǐng)域側(cè)重于要和供應(yīng)商、內(nèi)部管理以及客戶市場緊密聯(lián)系，針對采購策略不明確、供應(yīng)商無法連續(xù)供貨、呆滯料件比重大、零部件采購前置期長以及客戶訂單和市場需求預(yù)測變化頻繁且波動(dòng)幅度較大的現(xiàn)實(shí)問題，提出了從上游供應(yīng)商到企業(yè)再到下游客戶庫存整體優(yōu)化的概念，建議分別采取不同的策略和措施來解決庫存控制問題。 充分利用供應(yīng)鏈上的資源，同時(shí)針對不同物料市場供求關(guān)系，并采取不同的采購以及供應(yīng)商管理策略，優(yōu)化庫存管理，促進(jìn)企業(yè)既能保障生產(chǎn)、提高客戶服務(wù)水平，又能提高庫存周轉(zhuǎn)率、減少不必要的庫存。 本課題主要體現(xiàn)在結(jié)合了行業(yè)與企業(yè)的特點(diǎn)，提出戰(zhàn)略采購中的總成本概念，不能以單一價(jià)格作為衡量的標(biāo)準(zhǔn)，而應(yīng)綜合評估供應(yīng)商的質(zhì)量控制體系、持續(xù)供貨能力、服務(wù)水平和研發(fā)能力，建議對代理商及其產(chǎn)品要提前評估和測試，，選擇國內(nèi)供應(yīng)商以縮短采購前置期，以及尋求重要元器件長期合作的供應(yīng)體系；尋求真正的適用于供應(yīng)鏈管理領(lǐng)域的庫存成本優(yōu)化的策略；綜合產(chǎn)品的特點(diǎn)和市場需求特性，提出設(shè)計(jì)和生產(chǎn)通用性料件推向客戶和市場。
[Abstract]:In the environment where the environment is changing rapidly, the competition is fierce and the market demand is changing rapidly, the problem of inventory management not only affects the amount of enterprise capital, but also the cost of inventory. It also affects the response speed of products to market, customer service level and market share of enterprises. With the rapid development of the global economy, the smooth degree of logistics and efficient logistics operation have become an indispensable component in the economic development of various countries in the world. Business and academic circles have paid more and more attention to the management of materials and materials, because they have become an important part of inventory management. In the supply chain environment, how to carry out inventory control will be one of the indispensable contents of supply chain management. Inventory management under supply chain conditions has many new characteristics and requirements, compared with the traditional inventory management, there is still a big difference between them. Under the condition of supply chain management, the traditional inventory control method is separate, and it can no longer meet the requirements of supply chain management in the new situation. Therefore, it is necessary to integrate the old inventory management function to make it more effective, so that the overall inventory level of the supply chain can reach the best level. The ultimate aim of inventory management and optimization is to balance the service and cost reasonably, improve the efficiency of inventory storage and use, and transform the structure of inventory from low efficiency to high efficiency according to the development strategy of the company. Inventory optimization in supply chain environment is a gradual process, which needs continuous efforts and improvement to achieve the optimal control level. This paper takes Philips Electronics (Suzhou) Co., a core enterprise in the supply chain, as the empirical research object, briefly describes the characteristics of the company's supply chain and the market competition environment. The similarities and differences between inventory management and traditional inventory management in supply chain environment are analyzed. The main research areas focus on the close relationship with suppliers, internal management and customer market, aiming at the lack of clear purchasing strategy, the inability of suppliers to supply continuously, and the heavy proportion of stagnant materials. This paper puts forward the concept of overall optimization of inventory from upstream supplier to enterprise to downstream customer inventory, which is a practical problem, such as long pre-purchase period, frequent changes of customer orders and market demand, and large fluctuation range. It is suggested that different strategies and measures be taken to solve the inventory control problem. Making full use of the resources in the supply chain, aiming at the supply and demand relationship of different materials market, adopting different purchasing and supplier management strategies, optimizing inventory management, promoting enterprises can not only guarantee production, but also improve customer service level. Can also increase inventory turnover, reduce unnecessary inventory. This paper mainly embodies in combining the characteristics of industry and enterprise, puts forward the concept of total cost in strategic procurement, which can not be measured by a single price, but should comprehensively evaluate the quality control system of suppliers and the ability of continuous supply. Service level and R & D capability, suggest to evaluate and test agents and their products in advance, select domestic suppliers to shorten purchasing lead time, and seek long-term cooperative supply system for important components; The strategy of inventory cost optimization in the field of supply chain management is sought, and the characteristics of product and market demand are integrated, and the design and production of universal material parts are put forward to customers and markets.
【學(xué)位授予單位】：南京工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274;F426.6

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