飞利浦电子（苏州）有限公司供应环境下的库存优化

发布时间：2018-06-17 19:55

本文选题：供应链库存管理 + 战略采购总成本管理　；参考：《南京工业大学》2014年硕士论文

【摘要】：在目前环境迅猛变化、竞争异常激烈、市场需求瞬息万变的环境下，库存管理问题不但影响着企业资金占用量的大小、库存成本的高低，而且还影响着企业的产品对市场响应速度、客户服务水平和企业的市场份额。随着全球经济的快速发展，物流的通畅程度和高效的物流运作已成为世界各国经济发展中不可或缺的重要组成成分。企业界和学术界已越来越重视物料和物资的管理，因为它们已发展成为库存管理中的一个重要环节。在供应链环境下，如何进行库存控制，将是供应链管理不可缺少的内容之一。供应链条件下的库存管理有许多新的特点和要求，与传统的库存管理相比，它们之间还是存在着比较大的差异。在供应链管理的条件下，传统的库存控制方式是各自为政，它已经没有办法再满足新形势下供应链管理的要求。因此必须整合旧有的库存管理职能，使其发挥更高的效益，从而让供应链的整体库存水平达到最佳水平。库存管理和优化的最终目的是合理地平衡服务与成本、提高库存储存和使用效率、根据公司发展的战略将库存的结构从低效向高效转化。供应链环境下的库存优化是一个循序渐进的过程，需要不断的努力和改善才能达到最佳控制水平。本文以供应链中的核心企业飞利浦电子（苏州）有限公司为实证研究对象，简要叙述了公司供应链的特点和市场竞争环境，分析了供应链环境下的库存管理与传统库存管理的异同点。主要的研究领域侧重于要和供应商、内部管理以及客户市场紧密联系，针对采购策略不明确、供应商无法连续供货、呆滞料件比重大、零部件采购前置期长以及客户订单和市场需求预测变化频繁且波动幅度较大的现实问题，提出了从上游供应商到企业再到下游客户库存整体优化的概念，建议分别采取不同的策略和措施来解决库存控制问题。充分利用供应链上的资源，同时针对不同物料市场供求关系，并采取不同的采购以及供应商管理策略，优化库存管理，促进企业既能保障生产、提高客户服务水平，又能提高库存周转率、减少不必要的库存。本课题主要体现在结合了行业与企业的特点，提出战略采购中的总成本概念，不能以单一价格作为衡量的标准，而应综合评估供应商的质量控制体系、持续供货能力、服务水平和研发能力，建议对代理商及其产品要提前评估和测试，，选择国内供应商以缩短采购前置期，以及寻求重要元器件长期合作的供应体系；寻求真正的适用于供应链管理领域的库存成本优化的策略；综合产品的特点和市场需求特性，提出设计和生产通用性料件推向客户和市场。
[Abstract]:In the environment where the environment is changing rapidly, the competition is fierce and the market demand is changing rapidly, the problem of inventory management not only affects the amount of enterprise capital, but also the cost of inventory. It also affects the response speed of products to market, customer service level and market share of enterprises. With the rapid development of the global economy, the smooth degree of logistics and efficient logistics operation have become an indispensable component in the economic development of various countries in the world. Business and academic circles have paid more and more attention to the management of materials and materials, because they have become an important part of inventory management. In the supply chain environment, how to carry out inventory control will be one of the indispensable contents of supply chain management. Inventory management under supply chain conditions has many new characteristics and requirements, compared with the traditional inventory management, there is still a big difference between them. Under the condition of supply chain management, the traditional inventory control method is separate, and it can no longer meet the requirements of supply chain management in the new situation. Therefore, it is necessary to integrate the old inventory management function to make it more effective, so that the overall inventory level of the supply chain can reach the best level. The ultimate aim of inventory management and optimization is to balance the service and cost reasonably, improve the efficiency of inventory storage and use, and transform the structure of inventory from low efficiency to high efficiency according to the development strategy of the company. Inventory optimization in supply chain environment is a gradual process, which needs continuous efforts and improvement to achieve the optimal control level. This paper takes Philips Electronics (Suzhou) Co., a core enterprise in the supply chain, as the empirical research object, briefly describes the characteristics of the company's supply chain and the market competition environment. The similarities and differences between inventory management and traditional inventory management in supply chain environment are analyzed. The main research areas focus on the close relationship with suppliers, internal management and customer market, aiming at the lack of clear purchasing strategy, the inability of suppliers to supply continuously, and the heavy proportion of stagnant materials. This paper puts forward the concept of overall optimization of inventory from upstream supplier to enterprise to downstream customer inventory, which is a practical problem, such as long pre-purchase period, frequent changes of customer orders and market demand, and large fluctuation range. It is suggested that different strategies and measures be taken to solve the inventory control problem. Making full use of the resources in the supply chain, aiming at the supply and demand relationship of different materials market, adopting different purchasing and supplier management strategies, optimizing inventory management, promoting enterprises can not only guarantee production, but also improve customer service level. Can also increase inventory turnover, reduce unnecessary inventory. This paper mainly embodies in combining the characteristics of industry and enterprise, puts forward the concept of total cost in strategic procurement, which can not be measured by a single price, but should comprehensively evaluate the quality control system of suppliers and the ability of continuous supply. Service level and R & D capability, suggest to evaluate and test agents and their products in advance, select domestic suppliers to shorten purchasing lead time, and seek long-term cooperative supply system for important components; The strategy of inventory cost optimization in the field of supply chain management is sought, and the characteristics of product and market demand are integrated, and the design and production of universal material parts are put forward to customers and markets.
【学位授予单位】：南京工业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F426.6

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