【摘要】：中國(guó)空調(diào)行業(yè)走到2005年,品牌格局已經(jīng)進(jìn)入了相對(duì)穩(wěn)定時(shí)期,市場(chǎng)競(jìng)爭(zhēng)格局也日益明朗。盡管B公司在中國(guó)早有了一定的知名度,且占據(jù)了相當(dāng)不錯(cuò)的市場(chǎng)份額；但是此時(shí)的B公司想要擴(kuò)大其在華家用,輕型商用型空調(diào)產(chǎn)品業(yè)務(wù)及市場(chǎng)份額,顯然已錯(cuò)過(guò)了最佳時(shí)機(jī),因?yàn)閲?guó)內(nèi)外制冷設(shè)備生產(chǎn)商幾乎都成了B公司的競(jìng)爭(zhēng)對(duì)手。 目前,B公司中國(guó)工廠主要面臨兩方面問(wèn)題：一方面,長(zhǎng)賬齡物資積壓,庫(kù)存周轉(zhuǎn)率低下,致使資金周轉(zhuǎn)不暢；另一方面,由于近兩年來(lái)輕型商用產(chǎn)品銷售情況每況愈下,直接導(dǎo)致B公司跟供應(yīng)商的年采購(gòu)量大幅縮水,造成一些供應(yīng)商紛紛要求漲價(jià),物料準(zhǔn)時(shí)交付率及售后服務(wù)越來(lái)越差,有的甚至要求終止與B公司的業(yè)務(wù),這些都給整個(gè)供應(yīng)鏈的運(yùn)營(yíng)帶來(lái)了很多風(fēng)險(xiǎn),最終導(dǎo)致機(jī)組無(wú)法按時(shí)裝配交付,客戶滿意度大大降低。 本文首先闡述了中國(guó)工廠供應(yīng)鏈庫(kù)存管理的背景,接著分析了現(xiàn)代庫(kù)存管理方法,隨后指出了中國(guó)工廠目前面臨的主要庫(kù)存管理問(wèn)題、庫(kù)存特點(diǎn)、庫(kù)存周轉(zhuǎn)率現(xiàn)狀、MRP在實(shí)際應(yīng)用中的缺陷。此外,還具體闡述了工廠實(shí)行ABC物料分類的采購(gòu)策略、長(zhǎng)交貨期物料庫(kù)存控制的優(yōu)化、加強(qiáng)庫(kù)存循環(huán)盤點(diǎn)和定期盤點(diǎn)的力度、以及調(diào)整MRP庫(kù)存系統(tǒng)等改善措施。從而降低工廠整體的庫(kù)存數(shù)量,加快企業(yè)的資金周轉(zhuǎn)率,提升客戶滿意度,促進(jìn)企業(yè)綜合競(jìng)爭(zhēng)力。
[Abstract]:In 2005, China's air-conditioning industry has entered a relatively stable period of brand pattern, the market competition pattern is also increasingly clear. Although Company B has long been well-known in China and has a fairly good market share, at this time, Company B wants to expand its domestic and light commercial air conditioning products business and market share in China. Obviously, the best time has been missed, as domestic and foreign refrigeration equipment manufacturers have almost become competitors to company B. At present, the Chinese factories of company B are facing two main problems: on the one hand, the backlog of long-dated materials and the low turnover rate of stock lead to poor turnover of funds; on the other hand, because of the deteriorating sales of light commercial products in the past two years, As a direct result, the annual purchasing volume of Company B and its suppliers shrank dramatically, resulting in some suppliers demanding price increases one after another, the timely delivery rate of materials and after-sales service getting worse and worse, and some even demanding that the business with Company B be terminated. All these bring a lot of risks to the operation of the whole supply chain, resulting in the failure of the unit to assemble and deliver on time, and the reduction of customer satisfaction. This paper first describes the background of inventory management in China's factory supply chain, then analyzes the modern inventory management methods, and then points out the main problems and characteristics of inventory management that Chinese factories are facing at present. Inventory turnover status of MRP in practical application of defects. In addition, the purchasing strategy of ABC material classification, the optimization of material inventory control in long delivery period, the strengthening of inventory cycle and periodic inventory, and the adjustment of MRP inventory system are also expounded in detail. Thus reducing the total inventory of the factory, speeding up the capital turnover rate, enhancing customer satisfaction, and promoting the comprehensive 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】：2014
【分類號(hào)】：F274;F426.6

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本文編號(hào)：2174835