基于區(qū)域物流中心的服裝連鎖零售業(yè)售罄率提高的實踐
發(fā)布時間:2018-11-07 07:09
【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)測不夠準確,因而不能合理的進行鋪貨;此外,即便發(fā)現(xiàn)或者預(yù)見到某一門店某款產(chǎn)品的某個尺碼可能發(fā)生缺貨,但由于補貨的操作流程過于繁雜,補貨周期過長,不能及時避免缺貨損失;另外,現(xiàn)有的物流網(wǎng)絡(luò)相對分散、獨立,不同區(qū)域之間的庫存難以互相調(diào)撥,導(dǎo)致產(chǎn)生的缺貨損失進一步加劇。 因此,針對上述造成銷售損失的原因,本文依據(jù)風(fēng)險分擔(dān)策略,提出設(shè)立區(qū)域物流中心,取代分散獨立的城市倉庫。同時以區(qū)域物流中心快速補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,,分別建立不采用區(qū)域物流中心的缺貨損失彌補模型和采用區(qū)域物流中心的取貨彌補模型,并量化分析在不同情境下的缺貨損失彌補結(jié)果,對比得出區(qū)域物流中心通過風(fēng)險分擔(dān)(Risk pooling),集中共享庫存而改善門店的斷貨狀況,進而改善門店銷售,提高整個供應(yīng)鏈的運作效率。同時通過區(qū)域物流中心的規(guī)模效益,可以減少總的運營成本。 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、促銷活動影響嚴重。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),對現(xiàn)實情況的反映難免存在偏差。此外由于區(qū)域物流中心運營時間尚短,本文沒有就區(qū)域物流中心的配送路線優(yōu)化進行進一步研究。
[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 the reasons behind the seemingly contradictory situation-can not match the supply and demand well: the demand forecast of the agent store is not accurate enough, so it can not carry on the goods reasonably; In addition, even if a certain size of a product in a store may be out of stock, but the restocking process is too complicated and the replenishment cycle is too long, it can not avoid the loss of stock in time. In addition, the existing logistics network is relatively dispersed, independent, the inventory between different regions is difficult to transfer to each other, resulting in a further increase in the shortage of 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). The specific definition of sales losses, respectively, not using the regional logistics center to make up for the loss of stock model and the use of regional logistics center to make up for the model, and quantitative analysis of the loss of goods in different situations to compensate for the results, It is concluded that the regional logistics center can improve the running out of stores through risk sharing and (Risk pooling), centralized inventory sharing, and then improve the store sales and the operation efficiency of the whole 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)位級別】:碩士
【學(xué)位授予年份】:2014
【分類號】:F274;F426.86
本文編號:2315606
[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 the reasons behind the seemingly contradictory situation-can not match the supply and demand well: the demand forecast of the agent store is not accurate enough, so it can not carry on the goods reasonably; In addition, even if a certain size of a product in a store may be out of stock, but the restocking process is too complicated and the replenishment cycle is too long, it can not avoid the loss of stock in time. In addition, the existing logistics network is relatively dispersed, independent, the inventory between different regions is difficult to transfer to each other, resulting in a further increase in the shortage of 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). The specific definition of sales losses, respectively, not using the regional logistics center to make up for the loss of stock model and the use of regional logistics center to make up for the model, and quantitative analysis of the loss of goods in different situations to compensate for the results, It is concluded that the regional logistics center can improve the running out of stores through risk sharing and (Risk pooling), centralized inventory sharing, and then improve the store sales and the operation efficiency of the whole 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)位級別】:碩士
【學(xué)位授予年份】:2014
【分類號】:F274;F426.86
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