供应链背景下R企业生产计划流程再造研究

发布时间：2018-06-19 03:24

本文选题：流程再造 + 供应链管理　；参考：《云南师范大学》2014年硕士论文

【摘要】：改革开放30多年，在全球经济一体化快速形成及WTO入世的背景下，中国企业抓住了发展机遇，获得快速发展。但2008年全球经济危机爆发，经济发展持续低迷，市场购买力疲软，供过于求的市场形势加剧了卖方市场竞争。过去仅仅以低成本优势求得发展的企业已陷入经营困境，缺乏竞争能力。面对市场竞争，企业无论是主动还是被动关系，使用变革手段改善企业现状，提升竞争力是非常必要的。流程再造正是对企业整个经营体系实施变革修正的理论，该理论思想是重新审视企业管理流程，进行剖析，找出制约企业发展的瓶劲，提出修正方案，以至于提高流程运行效率，增强企业竞争能力。本论文在供应链背景下，对R企业生产计划流程案例进行分析，从生产计划达成率为切入点，发现R企业生产计划流程运行能力不足，客户订单准时交货存在风险。订单缺少评审，缺乏敏捷柔性的生产计划管理，供应商不准时到货，存货周转天数过长等企业管理问题，导致生产计划达成率较低。征对供应链上、下游及企业自身存在的这些问题，本篇论文运用了流程再造、供应链管理及生产计划控制策略等相关基本理论，在生产计划主流程下，实现了下游客户订单评审系统、生产计划管理系统、上游供应商采购管理系统、物料库存控制等四方面的流程再造。评估再造后的新流程运营绩效，全部优于旧流程，这不仅仅是简单的量变过程，更重要的是质变，新流程高效率地规范了R企业生产计划管理体系，运行的结果提升了R企业竞争能力，值得同行业借鉴运用，为企业后期流程再造增强了信心。
[Abstract]:After more than 30 years of reform and opening up, under the background of the rapid formation of global economic integration and WTO entry, Chinese enterprises have seized the opportunity for development and gained rapid development. But when the global economic crisis broke out in 2008, economic growth remained sluggish, purchasing power was weak, and oversupply intensified competition in the seller's market. In the past, enterprises with low cost advantage have been in a difficult position and lack competitive power. In the face of market competition, it is very necessary for enterprises to improve their current situation and enhance their competitiveness by means of reform, no matter whether they are active or passive. Process reengineering is the theory of implementing reform and correction to the whole business system of enterprises. The theoretical idea is to re-examine the enterprise management process, analyze it, find out the bottle strength that restricts the development of the enterprise, and put forward a revised plan. So as to improve the efficiency of process operation, enhance the competitiveness of enterprises. In this paper, under the background of supply chain, the case of R enterprise production planning process is analyzed. From the point of view of production plan achievement rate, it is found that R enterprise production planning process has insufficient running capacity and customer order on time is at risk. The lack of review of orders, the lack of agile and flexible production planning management, the suppliers not arriving on time, the long inventory turnover days and other enterprise management problems, resulting in a low rate of production planning. In order to solve these problems in the supply chain, downstream and enterprises, this paper applies some basic theories, such as process reengineering, supply chain management and production planning control strategy, under the main process of production planning. The process reengineering of downstream customer order review system, production plan management system, upstream supplier purchasing management system and material inventory control is realized. The evaluation of the performance of the new process after reengineering is superior to the old process, which is not only a simple quantitative process, but also a qualitative change. The new process effectively standardizes the R enterprise production planning management system. The result of operation enhances the competitive ability of R enterprise, which is worth using for reference of the same industry, and strengthens the confidence for the process reengineering in the later stage of enterprise.
【学位授予单位】：云南师范大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F273

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