本文選題：金華火腿　切入點(diǎn)：供應(yīng)鏈　出處：《復(fù)旦大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：浙江省金華火腿有限公司成立于2004年,是一家從事火腿生產(chǎn)、加工和銷售的國有控股企業(yè),擁有“金華火腿”的注冊商標(biāo)。2012年實(shí)現(xiàn)銷售6297萬元,利潤90.2萬元,為行業(yè)的龍頭企業(yè)之一近兩年來,金華火腿公司面對激烈競爭的市場和企業(yè)內(nèi)部存在的問題,利潤急聚下降。究其原因,外部存在主要問題：一是火腿生產(chǎn)季節(jié)性強(qiáng),周期長,工藝落后,生產(chǎn)效率低下；二是生產(chǎn)企業(yè)以中小企業(yè)居多,產(chǎn)品同質(zhì)性強(qiáng),以價(jià)格競爭為主要手段；三是生產(chǎn)加工的分散、管理水平的低下,行業(yè)內(nèi)的無序競爭,食品安全存在巨大風(fēng)險(xiǎn)。內(nèi)部存在主要問題：一是企業(yè)內(nèi)部生產(chǎn)、管理水平不高,信息不暢通造成效率低下、生產(chǎn)的盲目性；二是銷售網(wǎng)絡(luò)不健全,營銷模式單一、落后,制約了企業(yè)的銷售能力；三是企業(yè)產(chǎn)業(yè)鏈較短和供應(yīng)鏈不穩(wěn)定使企業(yè)的競爭能力、盈利能力、抗風(fēng)險(xiǎn)能力都處于低水平；四是“貼牌”生產(chǎn)經(jīng)營模式正嚴(yán)重影響企業(yè)的信譽(yù)和發(fā)展,競爭風(fēng)險(xiǎn)大于機(jī)會(huì),隱藏著產(chǎn)品質(zhì)量的隱患。金華火腿是我國為數(shù)不多的具有世界級知名度的傳統(tǒng)食品品牌。維護(hù)金華火腿行業(yè)的健康有序發(fā)展、探索適合火腿企業(yè)的供應(yīng)鏈管理戰(zhàn)略、提升生產(chǎn)管理水平和企業(yè)盈利能力是金華火腿公司的對社會(huì)的責(zé)任,是行業(yè)內(nèi)的期望,也是企業(yè)發(fā)展內(nèi)在的迫切需求。本文是對這個(gè)課題做的一次深入研究。本文首先從金華火腿公司戰(zhàn)略轉(zhuǎn)型發(fā)展的需求出發(fā),在參考有關(guān)供應(yīng)鏈管理理論與金華火腿產(chǎn)業(yè)的文獻(xiàn)的基礎(chǔ)上,對國內(nèi)外有關(guān)研究進(jìn)展進(jìn)行了整理、分析和歸納總結(jié)。然后采用PEST分析法和波特五力分析法深入分析了金華火腿行業(yè)的市場結(jié)構(gòu)、競爭格局和產(chǎn)業(yè)供應(yīng)鏈安全；運(yùn)用SWOT分析法,詳細(xì)分析了在產(chǎn)業(yè)結(jié)構(gòu)和消費(fèi)升級背景下金華火腿公司面臨的機(jī)遇和挑戰(zhàn),以及企業(yè)自身的優(yōu)勢和劣勢。論證了金華火腿公司實(shí)施供應(yīng)鏈管理的可行性和必然性。在此基礎(chǔ)上,圍繞金華火腿公司擬解決的成本控制和質(zhì)量控制問題,探討了供應(yīng)鏈管理模型的構(gòu)建。從產(chǎn)品的市場需求特性看,任何降低成本和增加價(jià)值的舉措都只能從增加供應(yīng)鏈的效率著手；從杜邦分析結(jié)果看,采購成本控制和銷售渠道管理是增強(qiáng)競爭能力的兩個(gè)基礎(chǔ)；從提升盈利能力看,擴(kuò)大銷售,提高高端產(chǎn)品占比,樹立品牌形象是提高盈利水平的關(guān)鍵。由此,文章提出實(shí)施“節(jié)約成本兼顧差異性”的競爭戰(zhàn)略。文章對比分析認(rèn)為,相對敏捷性供應(yīng)鏈管理戰(zhàn)略,有效性供應(yīng)鏈管理戰(zhàn)略與公司競爭戰(zhàn)略有著更高的匹配度。同時(shí)基于金華火腿公司價(jià)值流分析,本文將精益思想融入到了供應(yīng)鏈管理模型的構(gòu)建,提出在金華火腿公司建立網(wǎng)鏈?zhǔn)骄婊⿷?yīng)鏈管理模式的結(jié)論。最后,本文給出了金華火腿公司實(shí)施供應(yīng)鏈管理的具體路徑,包括經(jīng)營運(yùn)作的流程化、標(biāo)準(zhǔn)化、與原料供應(yīng)商建立戰(zhàn)略聯(lián)盟、優(yōu)化“貼牌”生產(chǎn)模式、實(shí)施區(qū)域總代理營銷和聯(lián)合庫存管理等。同時(shí)通過建立質(zhì)量追溯制度、建設(shè)信息共享平臺(tái)以及對供應(yīng)商和經(jīng)銷商進(jìn)行績效評估來重點(diǎn)設(shè)計(jì)實(shí)施生產(chǎn)任務(wù)和食品安全風(fēng)險(xiǎn)管控。
[Abstract]:Zhejiang province Jinhua ham Co. Ltd was established in 2004, is a company engaged in ham production, processing and sales of state-owned holding enterprises, with "Jinhua ham" is a registered trademark of.2012 years to achieve sales of 62 million 970 thousand yuan, profit of 902 thousand yuan, is one of the leading companies in the past two years, Jinhua ham company faced with the fierce competition in the market and the internal problems of enterprises, profits also declined. The reason, the main problems exist: one is the external ham production is seasonal, long cycle, backward technology, low production efficiency; two is the production of enterprises to small and medium-sized enterprises are the product homogeneity, by means of price competition; three is the dispersion of production process the management level is low, the disorderly competition in the industry, there is a huge risk of food safety. The main internal problems exist: one is the enterprise production and management level is not high, making effectiveness of information flow The low rate of blindness of production; the two is the sales network is not perfect, single marketing mode, backward, restricting the company's sales ability; three is the enterprise industry chain is short and unstable supply chain enterprise competition ability, profit ability, risk resisting ability is at a low level; four is the "OEM" production management patterns are seriously affect the credibility and development of enterprises, the competition is greater than the risk of hidden opportunities, product quality problems. Jinhua ham is one of the few world-class well-known food brands. The traditional Jinhua ham to maintain healthy and orderly development of the industry, to explore suitable Ham Enterprise Supply Chain Management Strategy, improve profitability. The production management level and the enterprise is Jinhua Ham Company social responsibility, is the industry's expectations, urgent needs of internal development is the enterprise. This article is on the subject to do a deep research. This paper from the transition of development strategy of Jinhua ham company needs, on the basis of the theory of supply chain management and Jinhua ham industry literature, to study at home and abroad were summarized, analyzed and summarized. Then using the PEST analysis method and the Potter five forces analysis method in-depth analysis of the market structure of Jinhua ham industry, competition and industry supply chain security; using SWOT analysis method, a detailed analysis of the face of Jinhua Ham Company in the industrial structure and the upgrading of consumption under the background of opportunities and challenges, and their own advantages and disadvantages. It is demonstrated that the Jinhua Ham Company the feasibility of the implementation of supply chain management and necessity. On this basis, around the Jinhua ham the company intends to solve the problem of cost control and quality control, discusses the construction supply chain management model. From the market demand characteristics of the product, any drop Increase and low cost value initiatives can only proceed from the increased efficiency of supply chain; from DuPont analysis, cost control and sales channel management is to enhance the competitive ability of the two bases; from enhance profitability, expand sales, increase the proportion of high-end products, establish brand image is the key to improve the level of profitability thus, this paper proposed the implementation of "saving the cost of taking into account the differences" competition strategy. The comparative analysis showed that relatively agile supply chain management strategy, competition strategy of supply chain management strategy and the company has a higher matching degree. At the same time, Jinhua Ham Company based on value flow analysis, this paper will lean into the the establishment of supply chain management model, proposed the establishment of a network chain lean supply chain management mode results in Jinhua Ham Company. Finally, this paper gives the implementation of the supply company of Jinhua ham The specific path of chain management, including operation process, standardization, establish strategic alliances with suppliers of raw materials, optimization of "OEM" mode of production, the implementation of the regional general agent marketing and joint inventory management. At the same time through the establishment of quality traceability system, the construction of information sharing platform of suppliers and distributors to focus on design and implementation of performance evaluation the production task and food safety risk control.

【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F274;F426.82

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