大陆汽车电子有限公司供应链环境下订单管理与生产计划研究

发布时间：2018-04-10 00:23

本文选题：供应链管理　切入点：订单管理　出处：《吉林大学》2014年硕士论文

【摘要】：根据大陆汽车电子有限公司长春工厂2010至2013年度的财务数据显示，公司每年耗费在库存年上的成本占这些产品总价值的30%--40%。而造成如此高库存的根本原因是由于订单及生产计划管理不足导致的.自2007年大陆集团收购德国西门子长春工厂以来，以及全球汽车零部件行业的迅猛发展，公司业务量显著增加，相比之下，传统订单及生产计划方法逐渐暴露出来在管理上的不足。一方面，库存积压造成库存资金占用巨大，资金周转慢；另一方面，经常出现原材料断货的情况，客户订单响应速度较慢，以致产生客户投诉，客户满意度不高。在这种背景下，制定出一套适合大陆汽车电子有限公司自身的订单及生产计划管理解决方案，以此来规范和管理公司的日常生产运营活动势在必行。因此，大陆汽车电子有限公司要想在全球汽车零部件行业保持领先地位，就必须在传统的订单及生产计划管理方式上加以改进，重新审视企业状况并挖掘潜在的经济资源，除了从公司内部着手之外，更重要的是从整个汽车零部件行业供应链上去整合相关资源，而近年兴起的供应链管理思想恰恰可以成为解决这些问题的理论基础，并在全球知名企业中受到广泛重视。因此，在供应链环境下对订单及生产计划管理方案的探索是大陆汽车电子有限公司目前亟待解决的问题。本研究希望通过合理的供应链管理模式，依照大陆汽车电子有限公司项目管理过程，分析当前的订单和大陆汽车电子有限公司的生产计划现行管理方式和流程存在的不足，与当前市场环境的现状相结合，对公司的订单管理和生产计划管理模式及流程进行逐一优化，通过详细的配置相关功能和参数，大陆汽车电子有限公司在中国大陆实施SAP模块和实现新工艺流程，，从而提高整个集团的供应链管理能力，使得大陆汽车电子有限公司能够在新的挑战中把握市场机会，保持全球前三位汽车零部件企业的位置。本论文的意义正是以大陆汽车此次项目实施为案例，总结了结合SAP APO模块的订单管理流程及生产计划管理流程，并希望在类似企业实施订单与生产计划管理系统并进行流程再造时有所帮助。
[Abstract]:According to financial data from Changchun Factory of China Automotive Electronics Co. Ltd. For 2010 to 2013, the company spends 30-40% of the total value of these products each year on inventory.The root cause of such a high inventory is inadequate management of orders and production plans.Since the acquisition of Siemens Changchun factory by Continental Group in 2007, and the rapid development of the global auto parts industry, the business volume of the company has increased significantly.Traditional orders and production planning methods gradually exposed the deficiencies in management.On the one hand, inventory overstocking results in huge capital occupation and slow turnover of funds; on the other hand, there is often a shortage of raw materials, and the response speed of customer orders is slow, resulting in customer complaints and low customer satisfaction.Under this background, it is imperative to formulate a set of order and production plan management solutions suitable for China Automotive Electronics Co., Ltd., in order to standardize and manage the daily production and operation activities of the company.Therefore, in order to maintain the leading position in the global automotive parts industry, mainland Automotive Electronics Co., Ltd. must improve its traditional order and production planning management methods, re-examine the situation of enterprises and tap potential economic resources.In addition to starting from within the company, it is more important to integrate related resources from the supply chain of the whole automotive parts industry, and the rising idea of supply chain management in recent years can be the theoretical basis to solve these problems.And in the world-famous enterprises by a wide range of attention.Therefore, in the supply chain environment, the exploration of order and production planning management is the urgent problem of China Automotive Electronics Co., Ltd.According to the project management process of China Automotive Electronics Co., Ltd., this study hopes to analyze the shortcomings of current orders and current production plan management methods and processes of China Automotive Electronics Co., Ltd through a reasonable supply chain management model.Combined with the current situation of the market environment, the order management and production planning management mode and process of the company are optimized one by one, and the related functions and parameters are configured in detail.China Automotive Electronics Co., Ltd. implements the SAP module and the new process in mainland China, which improves the supply chain management ability of the whole group and enables China Automotive Electronics Co., Ltd. to grasp the market opportunities in the new challenges.Maintain the position of the top three auto parts companies in the world.The significance of this paper is to take the implementation of this project in mainland China as a case, and summarize the order management process and production planning management process combined with SAP APO module.It also hopes to help similar enterprises to implement order and production planning management system and process reengineering.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F273;F426.471

【参考文献】