【摘要】：自大鵬公司作為中國(guó)液化天然氣首個(gè)試點(diǎn)項(xiàng)目投產(chǎn)運(yùn)營(yíng)以來(lái),液化天然氣進(jìn)口項(xiàng)目如雨后春筍般,來(lái)勢(shì)迅猛。近年,隨著各個(gè)項(xiàng)目陸續(xù)投產(chǎn),公司目前面臨著日益加劇的市場(chǎng)競(jìng)爭(zhēng)；與此同時(shí),伴隨著國(guó)際油價(jià)的高位運(yùn)行,公司也面臨著來(lái)自上游供應(yīng)短缺的風(fēng)險(xiǎn),利潤(rùn)指標(biāo)壓力加大。而在下游,公司約有63%的進(jìn)口液化天然氣供應(yīng)電廠用戶,37%供應(yīng)珠江三角洲的主要城市燃?xì)庥脩?安全生產(chǎn)和運(yùn)營(yíng)是第一要?jiǎng)?wù)。一旦由于設(shè)備故障導(dǎo)致停產(chǎn),將給下游供氣帶來(lái)很大的影響；因故障備件不能及時(shí)供應(yīng)導(dǎo)致維修時(shí)間延長(zhǎng)、生產(chǎn)不能及時(shí)恢復(fù)的影響更大。高昂的缺貨成本導(dǎo)致不得不儲(chǔ)備更為充足數(shù)量的備件,以此維持較高的服務(wù)水平,應(yīng)對(duì)不時(shí)之需。如何在保證一定的服務(wù)水平下,優(yōu)化備件庫(kù)存結(jié)構(gòu),降低庫(kù)存資金占用以控制成本就成為大鵬公司一項(xiàng)新的課題。本文首先對(duì)大鵬公司備件庫(kù)存現(xiàn)狀進(jìn)行分析,描述了庫(kù)存結(jié)構(gòu)、庫(kù)存資金占用情況等,以此發(fā)掘和細(xì)分研究對(duì)象,為后續(xù)備件庫(kù)存優(yōu)化模型構(gòu)建提供數(shù)據(jù)支撐。隨后,闡述了大鵬公司在備件庫(kù)存管理中存在的問(wèn)題和難點(diǎn),以及推進(jìn)備件庫(kù)存管理優(yōu)化的有利因素和環(huán)境。在上述研究基礎(chǔ)上,確定了備件庫(kù)存優(yōu)化模型的目標(biāo),即保證在一定的服務(wù)水平下、備件庫(kù)存結(jié)構(gòu)得以優(yōu)化并且?guī)齑尜Y金能處于相對(duì)合理的水平,達(dá)到既不影響生產(chǎn)的平穩(wěn)運(yùn)行又能最大限度地降低成本的目的。本文重點(diǎn)對(duì)隨機(jī)型需求備件進(jìn)行了研究并搭建了基于兩階段分類的管理模型,對(duì)各類備件確立了庫(kù)存檢查周期、庫(kù)存控制策略,并對(duì)模型中的重要參數(shù)如安全庫(kù)存數(shù)量、重采購(gòu)點(diǎn)、最高庫(kù)存量、訂購(gòu)點(diǎn)等的確定方式進(jìn)行了詳盡闡述。為避免模型在實(shí)際應(yīng)用中的僵化而導(dǎo)致偏離目標(biāo)的情形,文中還對(duì)模型的動(dòng)態(tài)化調(diào)整如數(shù)據(jù)的處理和分析、備件分類動(dòng)態(tài)維護(hù)、需求預(yù)測(cè)的調(diào)整等等加以闡述。綜合對(duì)確定型需求備件的管理,最后形成了面向整個(gè)公司的基于三階段分類的動(dòng)態(tài)化備件庫(kù)存控制長(zhǎng)效機(jī)制。文章最后還選取了“一級(jí)活塞導(dǎo)向環(huán)”(庫(kù)存編碼202040420)作為本文研究成果的算例分析,并提出了管理啟示,任何一個(gè)模型在實(shí)踐中都不能僵化,需要適時(shí)進(jìn)行調(diào)整以確保其適用性。本文中所構(gòu)建模型及調(diào)整機(jī)制,可以在保證庫(kù)存結(jié)構(gòu)有效性的同時(shí),大幅降低庫(kù)存資金占用。
[Abstract]:Since Dapeng Company was put into operation as the first pilot project of liquefied natural gas in China, the import projects of liquefied natural gas have sprung up rapidly. In recent years, the company is facing the increasingly fierce market competition with the production of various projects. At the same time, with the high international oil price, the company is also faced with the risk of supply shortage from upstream, and the pressure of profit index is increased. Downstream, about 63 percent of the company's imported LNG supplies power plants, or 37 percent of its major urban gas users in the Pearl River Delta, with safe production and operation as the top priority. Once the equipment failure leads to the shutdown, it will have a great impact on the downstream gas supply; because the fault spare parts can not be supplied in time, the maintenance time will be prolonged, and the production can not be restored in time. High shortage costs necessitate more spare parts in order to maintain a high level of service to meet unexpected needs. How to optimize the inventory structure of spare parts and reduce the cost of stock in order to control the cost has become a new topic in Dapeng Company. This paper firstly analyzes the status quo of spare parts inventory in Dapeng Company, describes the inventory structure, stock capital occupation and so on, in order to explore and subdivide the research object, and provide the data support for the follow-up spare parts inventory optimization model construction. Then the problems and difficulties in spare parts inventory management of Dapeng Company and the favorable factors and environment to promote the optimization of spare parts inventory management are expounded. On the basis of the above research, the objective of the spare parts inventory optimization model is determined, that is, to ensure that the spare parts inventory structure can be optimized and the inventory funds can be at a relatively reasonable level under a certain service level. To achieve the goal of not affecting the smooth operation of production and to minimize the cost. In this paper, the stochastic demand for spare parts is studied and the management model based on two-stage classification is built. The inventory inspection cycle and inventory control strategy are established for all kinds of spare parts. The important parameters of the model such as the quantity of safe inventory are also discussed. Re-purchase points, maximum inventory, ordering points, etc., are described in detail. In order to avoid the fossilization of the model in practical application, the dynamic adjustment of the model such as data processing and analysis, the dynamic maintenance of spare parts classification, the adjustment of demand forecast, etc. Finally, a long-term mechanism of dynamic spare parts inventory control based on three-stage classification is formed for the whole company. At the end of the paper, we select "one Piston steering Ring" (inventory code 202040420) as an example to analyze the results of this paper, and put forward the management inspiration. No model can be rigid in practice. Adjustments need to be made in time to ensure their applicability. The model and adjustment mechanism in this paper can ensure the validity of inventory structure and greatly reduce the capital occupation of inventory at the same time.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F274;F426.22

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