面向大规模定制的ZN公司供应链优化研究

发布时间：2018-03-10 01:38

本文选题：供应链优化　切入点：供应商管理　出处：《山东大学》2017年硕士论文　论文类型：学位论文

【摘要】：中国电力行业迅猛发展,电力改革造成了市场环境变化,主要客户的采购模式从单独采购改为集中招标。客户需求难以按照以往的方式进行预测,这给电力设备企业的采购生产供应等管理运营造成困扰。电力设备企业寻求改进生产模式、优化供应链等方法解决这些负面影响。本文首先介绍了大规模定制和供应链管理的概念。大规模定制生产能够在有效满足客户个性化生产的同时,以大规模生产的低成本和高效率完成交货任务,增强企业的竞争力。为此,打造适合大规模定制的供应链成为实现客户定制以赢得客户的必然要求,对二者的良好耦合的供应链是实现定制化目标的必然途径。其次介绍了 ZN公司的基本情况和生产模式。为满足客户需求,ZN公司需要变革以往的运营模式适应该环境。本文从ZN公司内部供应链优化和外部供应链优化两个方面讨论这种变革,研究这些改革措施对于ZN公司的帮助。内部供应链的优化主要是业务优化重组、利用模块化设计优化BOM和延迟策略实现大规模定制生产,由此采用的前推拉后式供应链优化对降低制造成本和提前交货期的实现定制生产的促进作用。外部供应链的优化主要是对公司所采购物料进行细分,运用Kral jic矩阵对物料分类,针对这些类别的供应商分别采用不同的策略,讨论这些策略对于销售、设计、采购、生产、和供应等供应链环节的优化作用。采用VMI合作管理库存,提高仓库效率。为提高效率,将部分非核心竞争力的业务外包,集中资源巩固核心竞争力扩大竞争优势。利用CRM客户关系管理系统加强客户信息沟通,充分利用信息共享,解决供应链信息传递问题,从而优化供应链。最后通过ZN公司实施供应链优化前后的业绩对比,说明实施供应链优化策略对于ZN公司的效益提升效果。
[Abstract]:With the rapid development of the electric power industry in China, the market environment has changed as a result of the electric power reform, and the purchasing mode of the main customers has changed from separate procurement to centralized bidding. This has troubled the management and operation of power equipment enterprises, such as procurement, production and supply. The power equipment enterprises are seeking to improve their production patterns. This paper first introduces the concepts of mass customization and supply chain management. Mass customization can effectively meet the needs of customers' personalized production at the same time. To achieve the delivery task with low cost and high efficiency of mass production and enhance the competitiveness of enterprises, it is necessary to create a supply chain suitable for mass customization to achieve customer customization in order to win customers. A well coupled supply chain between the two is an inevitable way to achieve the goal of customization. Secondly, the basic situation and production mode of ZN Company are introduced. In order to meet the needs of customers, ZN Company needs to change its previous operation mode to adapt to the new model. This paper discusses this change from two aspects: internal supply chain optimization and external supply chain optimization. This paper studies the help of these reform measures for ZN Company. The optimization of internal supply chain is mainly business optimization and reorganization, using modular design to optimize BOM and delay strategy to realize mass customization production. Thus, the pre-push-pull supply chain optimization can promote the realization of customized production by reducing manufacturing cost and early delivery time. The optimization of external supply chain is mainly to subdivide the materials purchased by the company and classify the materials by using Kral jic matrix. Use different strategies for each of these categories of suppliers to discuss the role of these strategies in optimizing supply chain segments such as sales, design, procurement, production, and supply. VMI is used to cooperate in inventory management. In order to improve the efficiency of warehouse, outsourcing part of non-core competitive business, concentrating resources to consolidate core competitiveness and expanding competitive advantage, using CRM customer relationship management system to strengthen customer information communication, make full use of information sharing, Finally, by comparing the performance of ZN Company before and after the implementation of the supply chain optimization, it shows that the implementation of supply chain optimization strategy for ZN company benefit enhancement effect.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274;F426.4

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