G公司库存管理优化研究

发布时间：2018-03-20 03:18

本文选题：纺织机械配件　切入点：库存管理　出处：《东华大学》2014年硕士论文　论文类型：学位论文

【摘要】：在全球经济一体化、市场竞争日益激烈的今天,越来越多的企业开始接受、使用供应链管理理念和管理方法。库存管理是供应链管理的重要组成部分,供应链环境下的库存管理成为企业降低成本、提高客户满意度的重要手段。传统企业不可避免的持有库存,随着经济全球化、市场竞争愈演愈烈,如果企业忽视库存管理将在竞争中处于劣势,企业也将陷入严重危机。 G公司是一家从事纺织设备、纺机备件的贸易公司,公司成立时间较短,规模也比较小。母公司1955年在意大利成立,从2008年开始,在上海成立G子公司。主要业务为采购纺织机械配件,供应意大利母公司和其他子公司。与此同时,公司也在东南亚开发客户,把国内的产品销往东南亚。在这几年的发展中,G公司从一个仅为母公司供货的贸易公司发展成为可以为其余8件子公司供货、为多家零售商供货、可自主开发产品的公司。随着公司业务的不断扩大,经营配件种类的不断增加,原有的库存管理模式不仅不能满足公司日常经营要求,还成为制约公司发展的因素。纺织机械行配件业有纺织机器型号多、纺机配件种类多、保管要求高等特点。在国内市场上有大量工厂和公司从事织机配件的生产和销售活动,市场比较成熟。从以前的经营情况来看,G公司的净利润与同行相比并不高,大约在7%到8%左右,当然,这和整个行业利润率有关,但不得不说,在库存方面G公司占用了大量资金。2012年纺织机械行业由过去的两位数高增长跌落到一位数的微弱增长。在这种情况下,如何在提高服务与满意度的前提下节约企业成本成为急待解决的问题。目前G公司库存管理方面主要存在的问题有：1.成品库存规模大,对所有库存配件进行一刀切的管理方式,没有管理重点。2.需求预测不合理,公司的预测方法通常是销售人员根据上一年销售情况主观判断。3.库存周转率低。4.库存盘点不及时,无法确定订购时间和订购量。为了避免这种情况成为制约企业发展的因素,G公司开始着手对库存管理进行优化,首先通过对配件进行分类,区分出需要重点控制的配件和一般控制的配件,在针对不同配件分别制定管理方法。主要使用的方法有：ABC分类法、需求预测、(R,S)控制模型、VMI管理方法等。本文就是在这种背景下,对G公司的库存结构和库存成本进行分析,旨在快速响应客户需求、提高客户满意度的前提下,使库存合理化,降低库存成本,提高库存周转率,使公司在竞争中更具优势。
[Abstract]:With the globalization of the global economy and the increasingly fierce market competition, more and more enterprises begin to accept the concept and methods of supply chain management. Inventory management is an important part of supply chain management. Inventory management in supply chain environment has become an important means for enterprises to reduce costs and improve customer satisfaction. If enterprises ignore inventory management, they will be at a disadvantage in competition. Company G is a trading company engaged in textile equipment and spare parts for spinning machines. The company was established in a short time and on a relatively small scale. The parent company was established in Italy in 1955 and has been in Italy since 2008. Set up G subsidiary in Shanghai. The main business is purchasing textile machinery parts, supplying Italian parent company and other subsidiaries. At the same time, the company also develops customers in Southeast Asia. To sell domestic products to Southeast Asia. In the past few years, the company has grown from a trading company that supplies only its parent company to a company that can supply the remaining eight subsidiaries and many retailers, With the expansion of the company's business and the increase of the types of accessories, the original inventory management model can not only not meet the company's daily business requirements, but also become a factor that restricts the development of the company. Textile machinery accessories industry has many types of textile machinery, a variety of textile accessories, high requirements for safekeeping. In the domestic market, there are a large number of factories and companies engaged in the production and sale of loom accessories. The market is relatively mature. Judging from the previous operating situation, the net profit of the company is not high compared with its peers, about 7% to 8%. Of course, this is related to the profit margin of the whole industry, but I have to say, In inventory, company G took up a lot of money. In 2012, the textile machinery industry dropped from the past double-digit high growth to a small single-digit growth. In this case, How to save the enterprise cost under the premise of improving service and satisfaction has become an urgent problem to be solved. At present, the main problems in the inventory management of G Company are: 1. The finished product inventory scale is large, and all the parts in stock are managed in a one-size-fits-all manner. 2. The demand forecast is unreasonable, the company's forecasting method is usually according to the sales situation of the previous year subjective judgment .3.The inventory turnover rate is low. 4. The inventory count is not timely, It is impossible to determine the order time and quantity. In order to avoid this situation becoming a constraint on the development of the enterprise, G Company began to optimize the inventory management, first by classifying the accessories, The main methods are as follows: (1) the main methods are: (1) ABC classification, (2) demand forecasting control model, (2) VMI management method, and so on. In this context, this paper analyzes the inventory structure and inventory cost of G Company, aiming to respond to customer demand quickly and improve customer satisfaction, so as to rationalize inventory, reduce inventory cost, and improve inventory turnover. Give the company an edge in the competition.
【学位授予单位】：东华大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F416.4

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