基于Supply Hub的A集团供应物流改善研究
发布时间：2019-03-01 20:44
【摘要】：已有越来越多的企业成功地使用Supply Hub集配中心改善供应物流的流程，优化物流资源的配置，从而优化物流成本管理，达到卓越供应链的目标。这篇论文阐述了企业在制定全球供应链策略中如何通过Supply Hub集配中心对供应链进行优化。 A集团是欧洲领先的家居和日用品零售商之一。在欧洲有5个区域配送中心及接近60个交叉配送(Cross-Docks)点。在过去，这些配送中心及交叉配送点营运得非常成功及高效。然而随着企业规模的扩大及全球采购份额的不断提高，以欧洲区域为中心的物流配送网络不能再满足集团业务发展的需要，并已经与实际的全球供应链不相适应。为了对其全球供应链的物流配送网络进行优化，从2011年起，该集团在供应商集中的亚太区引入Supply Hub集配中心，，配合其全球供应链的发展，降低供应物流成本。在仓储策略上，通过使用费用更低廉的位于亚太区的仓库，并引入物流增值服务；在运输策略上，利用运输量的规模效应引入货物拼装运输服务，货品直运门店服务；在库存管理策略上，在Supply Hub中引入供应商管理库存项目。通过这一系列的物流成本管理策略的实施，达到仓储成本，物流增值服务成本，国际及国内运输成本，库存持有成本下降的效果。 本文通过A集团的Supply Hub的实施案例的学习，分析Supply Hub对A集团供应物流成本及供应链流程的影响，对该物流策略实施的效果进行分析和验证，总结企业在国际物流成本控制的一种最佳实践方式，形成对企业解决该类问题具有代表性的管理方法。
[Abstract]:More and more enterprises have successfully used Supply Hub distribution center to improve the process of supply logistics and optimize the allocation of logistics resources so as to optimize logistics cost management and achieve the goal of excellent supply chain. This paper describes how to optimize the supply chain through Supply Hub distribution center in the process of making global supply chain strategy. Group A is one of the leading home and commodity retailers in Europe. There are 5 regional distribution centers and nearly 60 cross-distribution (Cross-Docks) points in Europe. In the past, these distribution centers and cross-distribution points have been very successful and efficient. However, with the expansion of the scale of enterprises and the increasing share of global procurement, the European region-centric logistics and distribution network can no longer meet the needs of the group's business development, and has not adapted to the actual global supply chain. In order to optimize the logistics and distribution network of its global supply chain, since 2011, the group has introduced the Supply Hub distribution center in the Asia-Pacific region, where the suppliers are concentrated, to coordinate with the development of its global supply chain and reduce the cost of supply logistics. In the storage strategy, through the use of lower-cost warehouses located in the Asia-Pacific region, and the introduction of logistics value-added services; in the transport strategy, using the scale effect of transport volume to introduce cargo assembly transport services, goods direct transportation store services; In inventory management strategy, Vendor managed inventory items are introduced into Supply Hub. Through the implementation of a series of logistics cost management strategies, the effect of reducing storage cost, logistics value-added service cost, international and domestic transportation costs, and inventory holding costs is achieved. This paper analyzes the influence of Supply Hub on the supply logistics cost and supply chain process of Group A through the study of the implementation case of Supply Hub in Group A, and analyzes and validates the effect of the implementation of this logistics strategy. This paper summarizes a kind of best practice of enterprise in international logistics cost control, and forms a representative management method to solve this kind of problem.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F253
本文编号：2432783
[Abstract]:More and more enterprises have successfully used Supply Hub distribution center to improve the process of supply logistics and optimize the allocation of logistics resources so as to optimize logistics cost management and achieve the goal of excellent supply chain. This paper describes how to optimize the supply chain through Supply Hub distribution center in the process of making global supply chain strategy. Group A is one of the leading home and commodity retailers in Europe. There are 5 regional distribution centers and nearly 60 cross-distribution (Cross-Docks) points in Europe. In the past, these distribution centers and cross-distribution points have been very successful and efficient. However, with the expansion of the scale of enterprises and the increasing share of global procurement, the European region-centric logistics and distribution network can no longer meet the needs of the group's business development, and has not adapted to the actual global supply chain. In order to optimize the logistics and distribution network of its global supply chain, since 2011, the group has introduced the Supply Hub distribution center in the Asia-Pacific region, where the suppliers are concentrated, to coordinate with the development of its global supply chain and reduce the cost of supply logistics. In the storage strategy, through the use of lower-cost warehouses located in the Asia-Pacific region, and the introduction of logistics value-added services; in the transport strategy, using the scale effect of transport volume to introduce cargo assembly transport services, goods direct transportation store services; In inventory management strategy, Vendor managed inventory items are introduced into Supply Hub. Through the implementation of a series of logistics cost management strategies, the effect of reducing storage cost, logistics value-added service cost, international and domestic transportation costs, and inventory holding costs is achieved. This paper analyzes the influence of Supply Hub on the supply logistics cost and supply chain process of Group A through the study of the implementation case of Supply Hub in Group A, and analyzes and validates the effect of the implementation of this logistics strategy. This paper summarizes a kind of best practice of enterprise in international logistics cost control, and forms a representative management method to solve this kind of problem.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F253
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