【摘要】：在當今的市場競爭中,不斷提高的顧客的需求,對企業(yè)的市場競爭力進行著全新的考驗,因此,許多企業(yè)的管理模式逐漸地轉(zhuǎn)變?yōu)楣⿷?yīng)鏈管理。經(jīng)過幾十年的實踐,供應(yīng)鏈管理理論在不斷地發(fā)展和完善,而且與其他的先進的管理理論也呈現(xiàn)出一種集成的趨勢。近年來,隨著供應(yīng)鏈運作模式和管理方法在企業(yè)中的深入運用,應(yīng)對越來越嚴苛的顧客的對于成本,交期,質(zhì)量,服務(wù)等方面的要求,不少企業(yè)在精益生產(chǎn)實施成功的基礎(chǔ)上,開始把精益思想結(jié)合到供應(yīng)鏈管理的實踐中,并且取得了一定的成果。此外,敏捷理論,約束理論的集成運用,也在供應(yīng)鏈管理的庫存控制,響應(yīng)速度等方面做出了貢獻。 本文以ECO公司為研究對象,這類企業(yè)屬于一類已經(jīng)實施了供應(yīng)鏈管理和精益生產(chǎn),并且取得了一定的成果,但是又需要結(jié)合企業(yè)本身和其所在的供應(yīng)鏈的實際狀況,來進行精益轉(zhuǎn)化的中小型制造企業(yè)。首先通過對ECO公司的供應(yīng)鏈運作現(xiàn)狀的詳細介紹,具體地分析了在精益轉(zhuǎn)化之前的該公司供應(yīng)鏈存在的主要的三大問題,也就是：信息傳輸途徑單一,傳輸次數(shù)多；交貨前置期過長,庫存量高；供應(yīng)鏈成本中物料成本占比過高。其次,針對這幾個具體存在的問題,本文采用基于精益思想的廣域價值流管理和基于約束理論的補給管理來與供應(yīng)鏈管理相集成,分別給出了信息傳輸,交貨前置期,以及物料成本過高的改善方案,最后對這些方案的實施績效進行了對比分析,指出了實施過程中偏差和注意點。
[Abstract]:In the current market competition, the increasing demand of customers is a new test to the market competitiveness of enterprises. Therefore, the management mode of many enterprises is gradually transformed into supply chain management. After decades of practice, the supply chain management theory has been developing and perfecting, and it also shows a trend of integration with other advanced management theories. In recent years, with the deep application of supply chain operation mode and management methods in enterprises, to deal with the more and more stringent customer requirements on cost, delivery, quality, service and other aspects, many enterprises in lean production on the basis of successful implementation. Begin to combine lean thought into the practice of supply chain management, and achieved certain results. In addition, the integration of agile theory and constraint theory has also contributed to inventory control and response speed of supply chain management. This paper takes eco Company as the research object, this kind of enterprise has already implemented the supply chain management and the lean production, and has obtained the certain achievement, but also needs to combine the actual situation of the enterprise itself and the supply chain in which it belongs. To carry out lean transformation of small and medium-sized manufacturing enterprises. Firstly, by introducing the current situation of supply chain operation of eco Company in detail, the paper analyzes the three main problems in the supply chain of eco Company before lean transformation, that is, the single way of information transmission and the number of times of transmission; The lead time of delivery is too long, the stock is high, and the cost of materials is too high in the supply chain cost. Secondly, aiming at these specific problems, this paper integrates the supply chain management with the wide area value flow management based on lean thought and the supply management based on constraint theory, and gives the information transmission and delivery lead time, respectively. Finally, the performance of these schemes is compared and analyzed, and the deviation and points for attention in the implementation process are pointed out.
【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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