發(fā)布時(shí)間：2018-09-19 11:50

【摘要】：本文先從當(dāng)前國內(nèi)服裝連鎖零售業(yè)現(xiàn)狀分析入手，一方面市場上庫存很高；另一方面斷碼斷貨的情況卻非常普遍。然后深入分析這看似矛盾現(xiàn)狀背后的原因——不能很好地匹配供給和需求：代理商門店的需求預(yù)測不夠準(zhǔn)確，因而不能合理的進(jìn)行鋪貨；此外，即便發(fā)現(xiàn)或者預(yù)見到某一門店某款產(chǎn)品的某個(gè)尺碼可能發(fā)生缺貨，但由于補(bǔ)貨的操作流程過于繁雜，補(bǔ)貨周期過長，不能及時(shí)避免缺貨損失；另外，現(xiàn)有的物流網(wǎng)絡(luò)相對(duì)分散、獨(dú)立，不同區(qū)域之間的庫存難以互相調(diào)撥，導(dǎo)致產(chǎn)生的缺貨損失進(jìn)一步加劇。 因此，針對(duì)上述造成銷售損失的原因，本文依據(jù)風(fēng)險(xiǎn)分擔(dān)策略，提出設(shè)立區(qū)域物流中心，取代分散獨(dú)立的城市倉庫。同時(shí)以區(qū)域物流中心快速補(bǔ)貨的方式取代門店間的調(diào)撥，提高固定數(shù)量庫存的靈活性，從物流供應(yīng)鏈的角度改善門店售罄率（售罄率=銷售/庫存）。 具體定義銷售損失，建立缺貨損失模型，并量化分析在不同情境下的缺貨損失彌補(bǔ)，對(duì)比得出區(qū)域物流中心通過風(fēng)險(xiǎn)分擔(dān)(Risk pooling)，集中共享庫存而改善門店的斷貨狀況，進(jìn)而改善門店銷售，，提高整個(gè)供應(yīng)鏈的運(yùn)作效率。同時(shí)通過區(qū)域物流中心的規(guī)模效益，可以減少總的運(yùn)營成本。 但由于服裝連鎖零售業(yè)的特殊性：產(chǎn)品需求的季節(jié)性明顯、生命周期短、每季都是新產(chǎn)品，受節(jié)假日、促銷活動(dòng)影響嚴(yán)重。因此在建立模型的過程中，在有限數(shù)據(jù)的基礎(chǔ)上，做了很多假設(shè)，對(duì)現(xiàn)實(shí)情況的反映難免存在偏差。此外由于區(qū)域物流中心運(yùn)營時(shí)間尚短，本文沒有就區(qū)域物流中心的配送路線優(yōu)化進(jìn)行進(jìn)一步研究。
[Abstract]:This paper begins with the analysis of the current situation of domestic clothing chain retailing. On the one hand, the stock in the market is very high; on the other hand, the situation of breaking the code and running out of goods is very common. Then analyze in depth the reasons behind this seemingly contradictory situation-it is not a good match between supply and demand: the demand forecast of the agency store is not accurate enough to allow it to be properly marketed; in addition, Even if it is discovered or foreseen that a certain size of a product in a certain store may be out of stock, but because the restocking operation process is too complicated and the replenishment cycle is too long to avoid the loss of stock in time, the existing logistics network is relatively dispersed. Independent, the inventory between different regions difficult to transfer to each other, resulting in further exacerbated shortage losses. Therefore, according to the risk sharing strategy, this paper proposes the establishment of regional logistics center to replace the decentralized independent city warehouse. At the same time, the regional logistics center can replace the allocation of stores by quick replenishment, improve the flexibility of fixed quantity inventory, and improve the stock ratio from the point of view of logistics supply chain (sell out rate = sales / inventory). Specific definition of sales losses, the establishment of a model of loss of stock, and quantitative analysis of the loss of stock in different situations to compensate for the lack of goods, compared to the regional logistics center through risk-sharing (Risk pooling), centralized inventory sharing to improve the situation of lack of goods in stores. Then improve store sales, improve the efficiency of the entire supply chain. At the same time, through the regional logistics center economies of scale, can reduce the total operating costs. But because of the particularity of clothing chain retailing, the seasonal demand of products is obvious, the life cycle is short, and every season is a new product, which is seriously affected by holidays and sales promotion activities. Therefore, in the process of establishing the model, on the basis of finite data, many assumptions are made, and the reflection of the actual situation is inevitably biased. In addition, due to the short operation time of the regional logistics center, this paper does not further study the distribution route optimization of the regional logistics center.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F724.2;F259.27

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本文編號(hào)：2250048