【摘要】：摘要：處在經(jīng)濟(jì)全球化的時(shí)代下,市場競爭的范圍已經(jīng)改變,由原來區(qū)域或本國的市場競爭轉(zhuǎn)變?yōu)榱巳蚍秶鷥?nèi)的市場競爭,與此同時(shí),科技的迅猛發(fā)展和信息的快速傳遞,加劇了企業(yè)間在客戶響應(yīng)速度、產(chǎn)品質(zhì)量以及產(chǎn)品價(jià)格的競爭。 企業(yè)如何繼續(xù)保持和擴(kuò)大自身的競爭優(yōu)勢,滿足客戶的需求,就必需在全球范圍內(nèi)利用和整合原材料、勞動(dòng)力、資金和信息等各種資源,并將目標(biāo)放在怎樣才能滿足客戶的需求,如何給客戶提供更有價(jià)值的產(chǎn)品和服務(wù)的前提下,降低企業(yè)的綜合成本,獲取更大的投資收益。對(duì)于資源的合理運(yùn)用,應(yīng)該是在全球范圍內(nèi)開展供應(yīng)鏈上各個(gè)企業(yè)之間的相互合作,強(qiáng)調(diào)相互之間的協(xié)調(diào)運(yùn)作,進(jìn)而將目前競爭形態(tài)從企業(yè)之間的競爭,轉(zhuǎn)變?yōu)橐院诵钠髽I(yè)為中心的供應(yīng)鏈之間的競爭。 X電機(jī)公司是一家典型的加工制造型企業(yè),要想在市場競爭中獲得競爭優(yōu)勢,除了保證生產(chǎn)的高效,穩(wěn)定的品質(zhì)外,獲取比競爭對(duì)手更加有競爭力的采購成本,及時(shí)有效的原料供應(yīng)都是極其有效的手段,這也正是供應(yīng)鏈改善的目標(biāo)。一直以來,X電機(jī)公司都在公司內(nèi)部推行各部門的改善,尤其是聘請(qǐng)了前豐田汽車的精益改善專家到工廠進(jìn)行指導(dǎo),供應(yīng)鏈也是重點(diǎn)改善的目標(biāo),包括推行零庫存、物流運(yùn)輸模式的優(yōu)化、縮減供應(yīng)商交貨時(shí)間,提高生產(chǎn)效率和更加快速靈活響應(yīng)客戶的需求等。但事實(shí)X電機(jī)公司并沒有很好的信息管理系統(tǒng),也沒有很好的監(jiān)督實(shí)施,以至于很多改善只停留在表象和沒有實(shí)際意義的口號(hào),在真正實(shí)施過程中產(chǎn)生很多漏洞,不僅沒有起到改善的作用,反而導(dǎo)致內(nèi)部生產(chǎn)停線增多,產(chǎn)品質(zhì)量問題不穩(wěn)定,供應(yīng)商庫存增加,物流配送無法按時(shí)送達(dá),招致內(nèi)部和外部的抱怨和反對(duì),因此,對(duì)于X電機(jī)的供應(yīng)鏈管理中存在的問題進(jìn)行認(rèn)真的梳理,找出問題所在并提出切合實(shí)際,以及可行的改善方案是刻不容緩。 本文采用實(shí)證分析法,首先從供應(yīng)鏈管理中的關(guān)鍵業(yè)務(wù)模塊對(duì)公司的管理現(xiàn)狀進(jìn)行分析,針對(duì)X電機(jī)供應(yīng)鏈管理的現(xiàn)狀,提出供應(yīng)鏈優(yōu)化的必要性,再分別從公司內(nèi)部和外部影響因素進(jìn)行分析目前存在的主要問題,并提出供應(yīng)鏈優(yōu)化的目標(biāo)。最后,以科學(xué)的供應(yīng)鏈管理理論為指導(dǎo),結(jié)合目前的實(shí)際的狀況,進(jìn)而對(duì)X電機(jī)提出了信息整合與供應(yīng)商策略的改善,物流模式的優(yōu)化改進(jìn),以及關(guān)于實(shí)際需求分析和對(duì)應(yīng)的庫存控制的供應(yīng)鏈管理優(yōu)化方案,最后對(duì)優(yōu)化方案并的效果進(jìn)行了評(píng)價(jià),并對(duì)解決方法的可行性以及不足之處進(jìn)行了總結(jié)。
[Abstract]:Absrtact: in the era of economic globalization, the scope of market competition has changed from the original regional or domestic market competition to the global market competition. At the same time, the rapid development of science and technology and the rapid transmission of information. It intensifies the competition among enterprises in customer response speed, product quality and product price. How to continue to maintain and expand their own competitive advantages to meet the needs of customers, enterprises must use and integrate raw materials, labor, capital, information and other resources on a global scale. It also aims at how to meet the needs of customers and how to provide customers with more valuable products and services in order to reduce the comprehensive cost of enterprises and obtain greater investment returns. The rational use of resources should be carried out in the global scope of cooperation between the various enterprises in the supply chain, emphasizing the coordinated operation of each other, and then the current form of competition from the competition among enterprises. Turn into competition between supply chains centered on core enterprises. X Motor Company is a typical processing and manufacturing enterprise. In order to gain competitive advantage in market competition, in addition to ensuring the high efficiency and stable quality of production, X Motor Company can obtain more competitive purchasing cost than its competitors. Timely and effective supply of raw materials is an extremely effective means, which is the goal of supply chain improvement. X Electric Company has been promoting improvement in various departments within the company, especially by hiring former Toyota lean improvement experts to the factory for guidance. The supply chain is also a key improvement target, including the introduction of zero inventory. Logistics mode optimization, reduce supplier delivery time, improve production efficiency and more rapid and flexible response to customer needs. But the fact that X Motor Company does not have a very good information management system, nor does it have a very good supervision and implementation, so that a lot of improvements only stay at the surface and have no practical significance, and there are many loopholes in the process of real implementation. Not only does it not play a role in improving, on the contrary, it leads to an increase in internal production stoppages, unstable product quality problems, an increase in suppliers' inventory, and delays in the delivery of logistics distribution, leading to internal and external complaints and objections. It is urgent to carve out the problems existing in the supply chain management of X motor, find out the problems and put forward some practical and feasible improvement schemes. In this paper, empirical analysis is used to analyze the current situation of supply chain management from the key business modules in supply chain management, and the necessity of supply chain optimization is put forward in view of the current situation of X motor supply chain management. Then the main problems are analyzed from the internal and external factors, and the goal of supply chain optimization is put forward. Finally, under the guidance of scientific supply chain management theory, combined with the actual situation at present, the paper puts forward the improvement of information integration and supplier strategy, the optimization and improvement of logistics mode for X motor. And the supply chain management optimization scheme of actual demand analysis and corresponding inventory control is given. Finally, the effectiveness of the optimization scheme is evaluated, and the feasibility and shortcomings of the solution are summarized.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F274;F416.61

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本文編號(hào)：2423425