浙江省金华火腿有限公司供应链管理战略与实施研究

发布时间：2018-03-03 07:50

本文选题：金华火腿　切入点：供应链　出处：《复旦大学》2013年硕士论文　论文类型：学位论文

【摘要】：浙江省金华火腿有限公司成立于2004年,是一家从事火腿生产、加工和销售的国有控股企业,拥有“金华火腿”的注册商标。2012年实现销售6297万元,利润90.2万元,为行业的龙头企业之一近两年来,金华火腿公司面对激烈竞争的市场和企业内部存在的问题,利润急聚下降。究其原因,外部存在主要问题：一是火腿生产季节性强,周期长,工艺落后,生产效率低下；二是生产企业以中小企业居多,产品同质性强,以价格竞争为主要手段；三是生产加工的分散、管理水平的低下,行业内的无序竞争,食品安全存在巨大风险。内部存在主要问题：一是企业内部生产、管理水平不高,信息不畅通造成效率低下、生产的盲目性；二是销售网络不健全,营销模式单一、落后,制约了企业的销售能力；三是企业产业链较短和供应链不稳定使企业的竞争能力、盈利能力、抗风险能力都处于低水平；四是“贴牌”生产经营模式正严重影响企业的信誉和发展,竞争风险大于机会,隐藏着产品质量的隐患。金华火腿是我国为数不多的具有世界级知名度的传统食品品牌。维护金华火腿行业的健康有序发展、探索适合火腿企业的供应链管理战略、提升生产管理水平和企业盈利能力是金华火腿公司的对社会的责任,是行业内的期望,也是企业发展内在的迫切需求。本文是对这个课题做的一次深入研究。本文首先从金华火腿公司战略转型发展的需求出发,在参考有关供应链管理理论与金华火腿产业的文献的基础上,对国内外有关研究进展进行了整理、分析和归纳总结。然后采用PEST分析法和波特五力分析法深入分析了金华火腿行业的市场结构、竞争格局和产业供应链安全；运用SWOT分析法,详细分析了在产业结构和消费升级背景下金华火腿公司面临的机遇和挑战,以及企业自身的优势和劣势。论证了金华火腿公司实施供应链管理的可行性和必然性。在此基础上,围绕金华火腿公司拟解决的成本控制和质量控制问题,探讨了供应链管理模型的构建。从产品的市场需求特性看,任何降低成本和增加价值的举措都只能从增加供应链的效率着手；从杜邦分析结果看,采购成本控制和销售渠道管理是增强竞争能力的两个基础；从提升盈利能力看,扩大销售,提高高端产品占比,树立品牌形象是提高盈利水平的关键。由此,文章提出实施“节约成本兼顾差异性”的竞争战略。文章对比分析认为,相对敏捷性供应链管理战略,有效性供应链管理战略与公司竞争战略有着更高的匹配度。同时基于金华火腿公司价值流分析,本文将精益思想融入到了供应链管理模型的构建,提出在金华火腿公司建立网链式精益化供应链管理模式的结论。最后,本文给出了金华火腿公司实施供应链管理的具体路径,包括经营运作的流程化、标准化、与原料供应商建立战略联盟、优化“贴牌”生产模式、实施区域总代理营销和联合库存管理等。同时通过建立质量追溯制度、建设信息共享平台以及对供应商和经销商进行绩效评估来重点设计实施生产任务和食品安全风险管控。
[Abstract]:Zhejiang province Jinhua ham Co. Ltd was established in 2004, is a company engaged in ham production, processing and sales of state-owned holding enterprises, with "Jinhua ham" is a registered trademark of.2012 years to achieve sales of 62 million 970 thousand yuan, profit of 902 thousand yuan, is one of the leading companies in the past two years, Jinhua ham company faced with the fierce competition in the market and the internal problems of enterprises, profits also declined. The reason, the main problems exist: one is the external ham production is seasonal, long cycle, backward technology, low production efficiency; two is the production of enterprises to small and medium-sized enterprises are the product homogeneity, by means of price competition; three is the dispersion of production process the management level is low, the disorderly competition in the industry, there is a huge risk of food safety. The main internal problems exist: one is the enterprise production and management level is not high, making effectiveness of information flow The low rate of blindness of production; the two is the sales network is not perfect, single marketing mode, backward, restricting the company's sales ability; three is the enterprise industry chain is short and unstable supply chain enterprise competition ability, profit ability, risk resisting ability is at a low level; four is the "OEM" production management patterns are seriously affect the credibility and development of enterprises, the competition is greater than the risk of hidden opportunities, product quality problems. Jinhua ham is one of the few world-class well-known food brands. The traditional Jinhua ham to maintain healthy and orderly development of the industry, to explore suitable Ham Enterprise Supply Chain Management Strategy, improve profitability. The production management level and the enterprise is Jinhua Ham Company social responsibility, is the industry's expectations, urgent needs of internal development is the enterprise. This article is on the subject to do a deep research. This paper from the transition of development strategy of Jinhua ham company needs, on the basis of the theory of supply chain management and Jinhua ham industry literature, to study at home and abroad were summarized, analyzed and summarized. Then using the PEST analysis method and the Potter five forces analysis method in-depth analysis of the market structure of Jinhua ham industry, competition and industry supply chain security; using SWOT analysis method, a detailed analysis of the face of Jinhua Ham Company in the industrial structure and the upgrading of consumption under the background of opportunities and challenges, and their own advantages and disadvantages. It is demonstrated that the Jinhua Ham Company the feasibility of the implementation of supply chain management and necessity. On this basis, around the Jinhua ham the company intends to solve the problem of cost control and quality control, discusses the construction supply chain management model. From the market demand characteristics of the product, any drop Increase and low cost value initiatives can only proceed from the increased efficiency of supply chain; from DuPont analysis, cost control and sales channel management is to enhance the competitive ability of the two bases; from enhance profitability, expand sales, increase the proportion of high-end products, establish brand image is the key to improve the level of profitability thus, this paper proposed the implementation of "saving the cost of taking into account the differences" competition strategy. The comparative analysis showed that relatively agile supply chain management strategy, competition strategy of supply chain management strategy and the company has a higher matching degree. At the same time, Jinhua Ham Company based on value flow analysis, this paper will lean into the the establishment of supply chain management model, proposed the establishment of a network chain lean supply chain management mode results in Jinhua Ham Company. Finally, this paper gives the implementation of the supply company of Jinhua ham The specific path of chain management, including operation process, standardization, establish strategic alliances with suppliers of raw materials, optimization of "OEM" mode of production, the implementation of the regional general agent marketing and joint inventory management. At the same time through the establishment of quality traceability system, the construction of information sharing platform of suppliers and distributors to focus on design and implementation of performance evaluation the production task and food safety risk control.

【学位授予单位】：复旦大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F274;F426.82

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