【摘要】：庫存管理對于企業(yè)來說至關重要，一方面它對企業(yè)的成本管控有著重要的意義，另一方面它在滿足客戶的服務水平上起著重要的作用。其中物料庫存在公司庫存中占有相當大的比重，因此，物料庫存管理更是受到學界和業(yè)界的廣泛關注。物料庫存管理的任務是提升物料的需求滿足率，降低物料庫存成本，達到庫存水平和需求滿足的最佳平衡。當前各種庫存管理策略理論的提出和合理應用，為企業(yè)提高庫存管理水平提供了有效途徑。 本文通過追蹤H公司蘇州工廠實施物料庫存管理優(yōu)化的六西格瑪項目來研究物料庫存管理策略及各種策略的有效應用。H公司是一家在多元化技術和制造業(yè)方面占世界領導地位的跨國公司。H公司蘇州工廠成立于1999年，主要生產(chǎn)各種類型的條碼掃描儀器，其產(chǎn)品市場占有率位居全球第二位。近年來由于公司業(yè)務量的不斷增長，客戶需求更加個性化，公司產(chǎn)品的種類日益增多。傳統(tǒng)的庫存管理模式無法滿足公司運營的要求。本文首先對庫存及庫存管理的基本原理進行了闡述，對各種物料庫存管理策略進行了介紹。同時對六西格瑪管理的相關理論和工具進行了說明。再以H公司作為分析對象，深入研究H公司的物料庫存管理，通過應用ANOVA分析方法，證實了單一的庫存管理策略是先前H公司在物料庫存管理方面面臨挑戰(zhàn)的主要原因。在分析問題的基礎上，，提出了H公司物料庫存管理優(yōu)化的具體對策：通過分析物料的消耗金額,變異系數(shù),供應商補貨時間等特性，針對不同物料，選擇并有效實施合適的庫存管理策略。在實施有效對策后，對項目的成果通過文件標準化和SPC控制圖進行固化。最后對本文的研究內(nèi)容進行了總結，并分析了本文的不足之處和后續(xù)可以進一步展開的研究方向。
[Abstract]:Inventory management is of great importance to enterprises, on the one hand, it plays an important role in the cost control of enterprises, on the other hand, it plays an important role in meeting the service level of customers. The material warehouse occupies a large proportion in the stock of the company, so the material inventory management is paid more and more attention by the academic circles and the industry. The task of material inventory management is to improve the material demand satisfaction rate, reduce the material inventory cost, and achieve the optimal balance between inventory level and demand satisfaction. At present, the theory of various inventory management strategies is put forward and applied reasonably, which provides an effective way for enterprises to improve the level of inventory management. This paper studies the material inventory management strategy and the effective application of various strategies by tracking the six Sigma project of material inventory management optimization in Suzhou plant of H Company, which is a diversified technology and manufacturing industry. A leading multinational company in the world. The Suzhou factory of H Company was founded in 1999, Mainly produces all kinds of barcode scanning instruments, its product market share ranks second in the world. In recent years, due to the continuous growth of the company's business volume, customer needs are more personalized, the types of company products are increasing day by day. The traditional inventory management mode can not meet the requirements of the company's operation. In this paper, the basic principles of inventory and inventory management are described, and the strategies of inventory management are introduced. At the same time, the related theories and tools of six Sigma management are explained. Taking H Company as the object of analysis, the material inventory management of H Company is deeply studied. Through the application of ANOVA analysis method, it is proved that the single inventory management strategy is the main reason why H Company faced the challenge in material inventory management before. On the basis of analyzing the problems, this paper puts forward the concrete countermeasures of optimizing the material inventory management in H Company: by analyzing the characteristics of material consumption amount, coefficient of variation, supplier replenishment time and so on, aiming at different materials, Select and effectively implement appropriate inventory management strategies. After implementing effective countermeasures, the results of the project are solidified by document standardization and SPC control chart. Finally, the research contents of this paper are summarized, and the shortcomings of this paper and the future research directions are analyzed.
【學位授予單位】：上海交通大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F274;F426.6

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