發(fā)布時間：2018-07-03 06:29

  本文選題：制造業(yè) + 供應(yīng)鏈��； 參考：《上海外國語大學(xué)》2014年碩士論文

【摘要】：在全球信息化逐步發(fā)展的今天，中國市場競爭理念以及環(huán)境發(fā)生革新的當(dāng)下，我們不僅意識到傳統(tǒng)的標(biāo)準(zhǔn)化生產(chǎn)方式從“一對多”逐漸發(fā)展到了現(xiàn)在的“一對一”的定制化服務(wù)模式，還關(guān)注到供應(yīng)鏈有效管理已經(jīng)慢慢發(fā)展成為全球各企業(yè)和學(xué)術(shù)方面共同關(guān)注的焦點問題之一，供應(yīng)鏈管理一般涉及到四個方面：供應(yīng)、生產(chǎn)計劃、需求、物流，其中企業(yè)的生產(chǎn)計劃乃是供應(yīng)鏈管理的核心組成部分。而目前對供應(yīng)鏈環(huán)境下企業(yè)生產(chǎn)計劃方面的研究還是相對少的。 S企業(yè)的產(chǎn)品規(guī)格差距較大：有大有小，是一家財富500強的跨行業(yè)工業(yè)生產(chǎn)領(lǐng)導(dǎo)者企業(yè)。公司總部坐落于美國，其業(yè)務(wù)遍布全球超過35個國家。其公司技術(shù)專注于流體技術(shù)和能源基礎(chǔ)建設(shè)兩個領(lǐng)域，該公司的主要產(chǎn)品包括如下：用在食品飲料行業(yè)的食品加工系統(tǒng)，用在石油天然氣行業(yè)的往復(fù)泵，服務(wù)于電力公司的變壓器，以及服務(wù)于電廠的冷卻系統(tǒng)。其產(chǎn)品均屬于訂單式批量生產(chǎn)模式下的產(chǎn)物，隨著中國區(qū)工廠的投資力度的增大，對產(chǎn)量和供應(yīng)的要求也在迅速增加，如何在激烈的市場競爭中使其立于不敗之地，在發(fā)展中該企業(yè)的傳統(tǒng)的生產(chǎn)管理模式面臨著嚴(yán)峻的考驗，企業(yè)高層也對其生產(chǎn)管理提出了一定的要求和改革方案，迫切需要合理可行的方案來優(yōu)化供應(yīng)鏈的各環(huán)節(jié)的運作，達到緊密合作為客戶服務(wù)做貢獻，促進其銷售額。 本文以S現(xiàn)代企業(yè)機械制造業(yè)的經(jīng)營環(huán)境為背景，在分析S企業(yè)現(xiàn)有的生產(chǎn)數(shù)據(jù)，銷售數(shù)據(jù)，庫存結(jié)構(gòu)，物料數(shù)據(jù)的基本上，將供應(yīng)鏈各環(huán)節(jié)與生產(chǎn)計劃相關(guān)聯(lián)部分各個擊破，并結(jié)合一定的宏觀管理思路和作者的企業(yè)實踐經(jīng)驗，論述如何運用鎖定“窗口”模型，從絕對鎖定生產(chǎn)計劃衍生到相對鎖定供應(yīng)鏈各環(huán)節(jié)并優(yōu)化供應(yīng)鏈這一理念，解決一些公司面臨的具有挑戰(zhàn)性的經(jīng)營活動，為S企業(yè)因產(chǎn)品種類繁多，庫存壓力大，預(yù)測需求變動大，隨意的變更其生產(chǎn)計劃而引發(fā)企業(yè)生產(chǎn)經(jīng)營活動的混亂和運營成本的增加等問題提供了有力的解決方案。 論文首先闡述了該公司的當(dāng)前生產(chǎn)管理面臨的問題和現(xiàn)象，對該公司需求預(yù)測，主生產(chǎn)計劃，采購計劃，庫存計劃，生產(chǎn)產(chǎn)能計劃等現(xiàn)狀深入分析的基礎(chǔ)上，建立鎖定“窗口”模型：從三個層面提出了計劃優(yōu)化思路，圍繞鎖定主生產(chǎn)計劃主線，同時提出如何相關(guān)鎖定供應(yīng)鏈各環(huán)節(jié)：需求計劃，生產(chǎn)計劃，采購計劃的具體步驟與實施措施，最后從相關(guān)指標(biāo)的改善與追蹤來檢驗鎖定“窗口”模型改進S企業(yè)生產(chǎn)管理的實施效果及可能還存在的問題，為后續(xù)的研究奠定一定的基礎(chǔ)。 實踐應(yīng)用中，本文通過從不同的供應(yīng)鏈模塊出發(fā)分析，采用鎖定“窗口”模型指導(dǎo)主生產(chǎn)計劃和相關(guān)供應(yīng)鏈不同環(huán)節(jié)“窗口”進行落實，豐富企業(yè)的各個計劃層次，并且使每個層級的計劃都能做到詳細具體，從而提高了生產(chǎn)計劃在生產(chǎn)系統(tǒng)中的指導(dǎo)性和合理性，提高訂單各環(huán)節(jié)響應(yīng)速度，盡量使企業(yè)避免不必要的浪費，具有更強的競爭力。同時力爭在結(jié)合供應(yīng)鏈管理優(yōu)化的基礎(chǔ)上，采用其他一些并行的組織構(gòu)架調(diào)整，人員調(diào)整和設(shè)備調(diào)整的手段，使其生產(chǎn)管控結(jié)構(gòu)更加合理。 由于此鎖定“窗口”優(yōu)化思路尚處于部分實施的過程，因此只能進行預(yù)期效果的展望和參考，希望通過本文提出的鎖定“窗口”模型將會改變S企業(yè)生產(chǎn)計劃管理系統(tǒng)現(xiàn)有的狀況，做到以需求為導(dǎo)向，計劃為手段，改變原有的為供應(yīng)所“綁架”的局面，加強供應(yīng)鏈各環(huán)節(jié)的緊密合作關(guān)系，，加快企業(yè)的訂單相應(yīng)速度，增強其客戶滿意度和企業(yè)競爭力。 隨著S企業(yè)的進一步發(fā)展，計劃管理體系也必將面臨新的一些問題，因此其供應(yīng)鏈各環(huán)節(jié)管理水平也要不斷地學(xué)習(xí)和改進，這才能使該企業(yè)的生產(chǎn)計劃管理體系和結(jié)構(gòu)適應(yīng)企業(yè)自身發(fā)展的需要。
[Abstract]:With the development of the global information technology and the innovation of the Chinese market competition concept and environment, we not only realize that the traditional standardized production mode has gradually developed from "one to many" to the present "one to one" customized service mode, but also that the effective management of the supply chain has gradually developed into the world. One of the focus issues of mutual concern in enterprises and academics, supply chain management generally involves four aspects: supply, production planning, demand, logistics, and enterprise production planning is the core component of supply chain management. At present, the research on enterprise production planning in the supply chain environment is relatively small.
The S company has a large gap in product specifications: large and small, a cross industry industrial production leader with a fortune 500. The company's headquarters is located in the United States and its business covers more than 35 countries around the world. Its company technology focuses on two fields of fluid technology and energy infrastructure. The company's main products are as follows: in food The food processing system in the beverage industry, used in the reciprocating pumps in the oil and gas industry, serving the transformer of the power company, and the cooling system serving the power plant, all belong to the product of the order batch production model. With the increase of the investment in the factory in China, the demand for production and supply is also increasing rapidly, such as In the fierce market competition, how to make it invincible, in the development of the traditional production management model of the enterprise is facing a severe test. The enterprise high level also put forward certain requirements and reform plan for its production management. It is urgent to optimize the operation of all links of the supply chain and achieve close cooperation. The customer service contributes to the promotion of its sales.
This paper, taking the operating environment of S modern enterprise machinery manufacturing industry as the background, analyzes the existing production data, sales data, inventory structure and material data of S enterprises, and breaks each link of the supply chain with the production plan, and discusses how to carry out a certain macro management idea and the author's practical experience. By locking the "window" model, from the absolute locking production plan to the relative lock up supply chain and optimizing the supply chain, we can solve the challenging business activities faced by some companies, and cause the S enterprise to cause the enterprise because of the variety of products, the large pressure of inventory, the large change of the forecast demand and the random change of its production plan. It provides a powerful solution to the confusion of production and business activities and the increase of operating costs.
This paper first expounds the problems and phenomena of the company's current production management. On the basis of the in-depth analysis of the company's demand forecast, the main production plan, the purchase plan, the inventory plan, the production capacity plan and so on, the lock "window" model is set up. The plan optimization idea is put forward from three levels, and the main production plan is locked around. At the same time, it puts forward how to lock the various links of the supply chain: the specific steps and the implementation measures of the demand plan, production plan and purchasing plan. Finally, the improvement and tracking of the related indexes will be used to test the implementation effect and the existing problems of the "window" model to improve the production management of S enterprises. The foundation.
In practice, through the analysis of the different supply chain modules, this paper uses the lock "window" model to guide the main production plan and the different links of the supply chain to carry out the "window", enriches the various planning levels of the enterprise, and makes the plan of each level can be detailed and detailed, thus improving the production plan in production. The guidance and rationality of the system will improve the response speed of the order of each link, try to avoid unnecessary waste and have a stronger competitiveness. At the same time, we strive to use some other parallel organizational structure, adjustment of personnel and equipment adjustment on the basis of supply chain management optimization, so that the production management and control structure is more important. It is reasonable.
Because this locking "window" optimization idea is still in part of the implementation process, it can only carry on the expectation and reference of the expected effect. It is hoped that the current situation of the S enterprise production planning management system will be changed by the lock "window" model proposed in this paper. The "kidnapping" situation strengthens the close cooperation relationship in all links of the supply chain, speeds up the corresponding order of enterprises, and enhances their customer satisfaction and enterprise competitiveness.
With the further development of S enterprises, the planned management system will also face some new problems, so the management level of each link of the supply chain should also be continuously studied and improved, which can make the production planning management system and structure adapt to the needs of the enterprise itself.
【學(xué)位授予單位】：上海外國語大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274

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