本文選題：供應(yīng)鏈整合 + 供應(yīng)商整合��； 參考：《華南理工大學(xué)》2014年碩士論文

【摘要】：供應(yīng)鏈整合是供應(yīng)鏈領(lǐng)域研究的熱點(diǎn)，然而供應(yīng)鏈整合卻是一個(gè)任務(wù)艱巨復(fù)雜的工作。M中國(guó)是全球領(lǐng)先的電機(jī)、自動(dòng)控制解決方案和發(fā)電機(jī)制造商M集團(tuán)在中國(guó)的分支機(jī)構(gòu)，M中國(guó)10家公司都是收購(gòu)而來(lái)，供應(yīng)鏈運(yùn)營(yíng)都是各自為政，，面臨著質(zhì)量問(wèn)題，迫切需要供應(yīng)鏈整合，改善企業(yè)經(jīng)營(yíng)成本、生產(chǎn)質(zhì)量、反應(yīng)速度和服務(wù)。本文研究M中國(guó)供應(yīng)鏈整合模型實(shí)施，著重論述了：M中國(guó)如何通過(guò)內(nèi)部整合通過(guò)消除不同職能部門(mén)之間的障礙加強(qiáng)內(nèi)部互動(dòng)和協(xié)作，使企業(yè)內(nèi)部之間的資源配置合理，物流和信息流暢通；如何通過(guò)供應(yīng)商整合對(duì)供應(yīng)商進(jìn)行優(yōu)勝劣汰，提高質(zhì)量、降低成本，并重要供應(yīng)商建立戰(zhàn)略合作伙伴關(guān)系；如何通過(guò)客戶整合增強(qiáng)服務(wù)客戶的綜合能力。 同時(shí)，本文對(duì)M中國(guó)供應(yīng)鏈整合的風(fēng)險(xiǎn)控制進(jìn)行研究，研究指出供應(yīng)鏈整合可以減輕和規(guī)避供應(yīng)鏈風(fēng)險(xiǎn)，但是整合不成功反而會(huì)加劇供應(yīng)鏈的風(fēng)險(xiǎn)，因此為了確保供應(yīng)鏈整合順利進(jìn)行，需要對(duì)整合的決策、策劃和實(shí)施階段的風(fēng)險(xiǎn)進(jìn)行識(shí)別、控制和防范。本文還對(duì)供應(yīng)鏈整合動(dòng)力不足的原因進(jìn)行了探討，從價(jià)值創(chuàng)造的角度分析供應(yīng)鏈整合分為競(jìng)爭(zhēng)型、合作型和競(jìng)合型三種類型，指出價(jià)值分配機(jī)制是解決供應(yīng)鏈整合的途徑。 最后，對(duì)M中國(guó)供應(yīng)鏈整合績(jī)效用數(shù)據(jù)進(jìn)行說(shuō)明M中國(guó)供應(yīng)鏈整合的成功，成功原因是M中國(guó)根據(jù)自身情況并結(jié)合市場(chǎng)環(huán)境選擇了正確的實(shí)施模型，并對(duì)供應(yīng)鏈整合實(shí)施進(jìn)行了風(fēng)險(xiǎn)控制，確保了整合的順利進(jìn)行。
[Abstract]:Supply chain integration is a hot topic in the field of supply chain. However, supply chain integration is a difficult and complicated task. M China is the leading motor in the world. The automatic control solution and the generator manufacturer M Group's branch in China are all acquired by 10 companies in China. Supply chain operations are all self-contained, facing quality problems, and there is an urgent need for supply chain integration. Improve business operation cost, production quality, reaction speed and service. This paper studies the implementation of M China supply chain integration model, and discusses emphatically how to strengthen internal interaction and cooperation through internal integration by removing obstacles between different functional departments, so as to make the allocation of resources among enterprises reasonable. Logistics and information flow is smooth; how to improve the quality of suppliers, reduce costs and establish strategic partnership through supplier integration; how to enhance the comprehensive ability of customer service through customer integration. At the same time, this paper studies the risk control of supply chain integration in M China, and points out that supply chain integration can mitigate and avoid supply chain risk, but not successful integration will aggravate the risk of supply chain. Therefore, in order to ensure the smooth progress of supply chain integration, it is necessary to identify, control and prevent the risks in the decision-making, planning and implementation stages of integration. This paper also discusses the reasons for the insufficient power of supply chain integration, analyzes that supply chain integration can be divided into competitive type, cooperative type and competing type from the point of view of value creation, and points out that the mechanism of value distribution is the way to solve the integration of supply chain. Finally, the success of M China supply chain integration is illustrated by using the data of M China supply chain integration performance. The successful reason is that M China has chosen the correct implementation model according to its own situation and combined with the market environment. And the implementation of supply chain integration risk control, to ensure the smooth implementation of integration.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F416.61;F274

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