【摘要】：隨著經(jīng)濟(jì)的發(fā)展和能源日益緊缺，許多發(fā)達(dá)國家的石油石化企業(yè)為提高市場反應(yīng)速率、體現(xiàn)競爭優(yōu)勢、降低物流成本，在成品油物流管理方面基本上采用了先進(jìn)的信息技術(shù)。然而，中國的石油銷售企業(yè)受傳統(tǒng)管理理念束縛和信息化建設(shè)水平落后等因素的影響，成品油物流管理中普遍存在管理水平低、配送效率低、信息化水平低、庫存成本高、油品損耗高等問題。 過去，大多數(shù)中國的成品油銷售公司在成品油配送中都存在“要貨制”的問題，油品配送大多憑借主觀經(jīng)驗(yàn)，缺少科學(xué)依據(jù)，，導(dǎo)致每年各個(gè)銷售分公司成品油二次配送費(fèi)用居高不下。 雖然目前中國許多成品油銷售企業(yè)已經(jīng)開始將“要貨制”改為“送貨制”，在配送過程中不斷探索優(yōu)化方案，致力于提高成品油配送水平，然而由于對客戶的需求掌握上仍然存在很大的偏差，使得優(yōu)化方案不夠理想，更無法進(jìn)行全國推廣。 鑒于此，在參考了大量文獻(xiàn)和理論知識(shí)基礎(chǔ)上，本文分析了中國石油上海銷售公司成品油（下文簡稱中油上海公司）二次配送優(yōu)化案例。中油上海公司二次配送優(yōu)化案例完善管理水平、提高配送效率、降低庫存成本、提升信息化水平、降低油品損耗，借此擴(kuò)大利潤空間，提高競爭能力。本文不僅歸納了中油上海公司當(dāng)時(shí)面臨的問題以及優(yōu)化后的解決方案，也總結(jié)了優(yōu)化方案為公司帶來的收益，并提出了當(dāng)前尚要面臨的問題。同類成品油銷售公司可以以此為鑒。
[Abstract]:With the development of economy and the increasing shortage of energy, in order to improve the market reaction rate, reflect the competitive advantage and reduce the logistics cost, many petroleum and petrochemical enterprises in developed countries have basically adopted advanced information technology in product oil logistics management. However, under the influence of the traditional management idea and the backward level of information construction, the petroleum sales enterprises in China have low management level, low distribution efficiency, low information level and high inventory cost. High oil loss and other problems. In the past, most of China's oil products sales companies had the problem of "asking for goods" in the distribution of refined oil products, and most of the distribution of oil products depended on subjective experience and lacked scientific basis. As a result of each sales branch of the secondary distribution of oil products high cost. Although many oil sales enterprises in China have started to change the "delivery system" from "delivery system" to "delivery system", they continue to explore optimization schemes during the distribution process and devote themselves to improving the level of oil product distribution. However, there is still a big deviation in the demand of customers, which makes the optimization scheme not ideal and can not be popularized throughout the country. In view of this, based on a large number of references and theoretical knowledge, this paper analyzes the case of secondary distribution optimization of finished oil products of CNPC Shanghai sales Company (hereinafter referred to as PetroChina Shanghai Company). In order to expand the profit space and improve the competitive ability, CNPC Shanghai secondary distribution optimization case improves the management level, improves the distribution efficiency, reduces the inventory cost, promotes the informationization level, reduces the oil product loss. This paper not only sums up the problems that CNPC Shanghai faced at that time and the solution after optimization, but also sums up the profit brought by the optimization scheme, and puts forward the problems that need to be faced at present. Similar refined oil sales companies can learn from this.
【學(xué)位授予單位】：上海外國語大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F252;F426.22

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 楊路燕;基于風(fēng)險(xiǎn)分析的成品油二次配送路徑優(yōu)化研究[D];大連海事大學(xué);2014年

本文編號(hào)：2390024