本文選題：庫存管理 + 庫存周轉(zhuǎn)率��； 參考：《華東理工大學(xué)》2014年碩士論文

【摘要】：隨著全球經(jīng)濟(jì)一體化而帶來的日益激烈的世界性競爭,中國的制造業(yè)近年來流動資本總量和增長幅度在上升,而資本周轉(zhuǎn)速度卻在下降。庫存的周轉(zhuǎn)率是體現(xiàn)現(xiàn)金周轉(zhuǎn)效率的重要指標(biāo)之一,庫存管理的目的就是在滿足顧客服務(wù)要求的前提下,通過對企業(yè)的庫存水平進(jìn)行控制,盡可能的降低庫存水平,提高物流系統(tǒng)的效率,以強(qiáng)化企業(yè)的競爭力。I公司80%的業(yè)務(wù)以替歐美企業(yè)代設(shè)計(jì)、加工(OEM和ODM)電子消費(fèi)品,20%的業(yè)務(wù)以自產(chǎn)自銷自有品牌的電子產(chǎn)品。電子消費(fèi)類客戶需求波動較大,經(jīng)常導(dǎo)致庫存配套率很低。由于傳統(tǒng)的庫存采購管理模式帶來的“牛鞭效應(yīng)”使供應(yīng)鏈各個(gè)環(huán)節(jié)都各自管理自己的庫存,彼此獨(dú)占庫存信息,造成了效率的低下。面對以上嚴(yán)重的問題I公司急需通過改變采購模式革新庫存管理。 本文對準(zhǔn)時(shí)化采購和強(qiáng)調(diào)整體觀念的供應(yīng)商庫存管理(VMI)結(jié)合I公司的實(shí)際情況做了分析研究,發(fā)現(xiàn)I公司供應(yīng)鏈各個(gè)環(huán)節(jié)都各自管理自己的庫存,相互間缺乏信息溝通,不僅使公司無法快速準(zhǔn)確的滿足客戶的需求,降低了供應(yīng)鏈效率和響應(yīng)速度,并且造成了整體庫存費(fèi)用的增加,長期以往其后果不堪設(shè)想。本文針對I公司自身情況,綜合外部的物流環(huán)境,以及客戶和供應(yīng)商們的特點(diǎn),通過實(shí)踐和磨合制定出一套行之有效的方案,使JIT采購和VMI在庫存控制上發(fā)揮最大效益,給企業(yè)帶來更好的利潤和客戶滿意度。進(jìn)而為我國同行的生產(chǎn)管理與企業(yè)的發(fā)展提供非常有意義的借鑒作用。
[Abstract]:With the increasingly fierce global competition brought by the globalization of the global economy, the total amount and growth rate of current capital in China's manufacturing industry has been increasing in recent years, while the speed of capital turnover is declining. Inventory turnover rate is one of the important indicators to reflect the efficiency of cash turnover. The purpose of inventory management is to reduce the inventory level as far as possible by controlling the inventory level of the enterprise under the premise of meeting the requirements of customer service. To improve the efficiency of logistics system, to strengthen the competitiveness of enterprises I company 80% of the business for the European and American enterprises on behalf of the design, processing (OEM and ODM) electronic consumer goods 20% of the business to produce and sell their own brand of electronic products. Electronic consumer customer demand fluctuations, often leading to a low inventory matching rate. Because of the "bullwhip effect" brought by the traditional inventory purchasing management mode, each link of the supply chain manages its own inventory and monopolizes each other's inventory information, resulting in inefficiency. Faced with the above serious problem, Company I urgently need to reform inventory management by changing the purchasing mode. This paper makes an analysis and research on just-in-time purchasing and supplier inventory management (VMI), which emphasizes the overall concept, and finds out that each link of supply chain of I company manages its own inventory and lacks information communication between each other. It not only makes the company unable to meet the needs of customers quickly and accurately, but also reduces the efficiency and response speed of the supply chain, and causes the increase of the overall inventory cost, which has been unthinkable for a long time. According to the situation of company I and the external logistics environment, as well as the characteristics of customers and suppliers, this paper makes a set of effective scheme through practice and running-in, so that JIT procurement and VMI can exert the maximum benefit in inventory control. Bring better profit and customer satisfaction to enterprises. Furthermore, it provides a very meaningful reference for the production management and the development of enterprises in our country.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274

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