SK公司生产物流管理改进研究

发布时间：2018-10-11 18:40

【摘要】：在这个知识经济的时代,企业的生存与发展的主流形式慢慢从“大鱼吃小鱼”发展到“快鱼吃慢鱼”,讲究的是企业快速应用先进的科技知识、网络知识,及管理工具迅速提升企业盈利能力。而在市场竞争方面,用“浴血战场”来形容市场竞争的激烈一点也不为过,中国制造企业面临着如此的市场生存大挑战,同时随着中国原材料价格上涨,工资成本上涨等等因素,现在的中国制造业正面临着巨大的危机与挑战,中国的制造业必需找到适合自己的企业盈利的“新利润源泉”——即生产物流管理。在这一时代背景下,本文通过对现代生产物流管理理论及管理工具的研究,并在全球企业范围内选出因成功实施先进生产物流管理而取得巨大经济效益的企业,借鉴他们在实施生产物流管理的实践经验,对他们的成功历程进行归纳总结。然后以SK公司为研究案例,主要从生产物流管理的三个方面,即采购管理、生产物料管理及仓库管理,进行分析和研究,对SK公司生产物流管理的问题作了分析研究和总结。在问题分析和理论对比的基础上,提出了针对SK公司生产物流管理中三大模块问题的改进方案,同时进一步提出将生产物流管理各个模块融合成一体的对策:坚持贯彻使用一个合适的生产物流管理信息系统,认真使用系统的每个功能;持续学习,推行科学管理,重视流程监控;制定科学合理的规章制度,并严格执行;全员普及培训,充分授权,权责分明,奖优罚劣的绩效考核。为中国其他制造型企业提供一个参考,帮助企业提升生产物流管理的能力,实现企业生存与发展的愿景。
[Abstract]:In this era of knowledge economy, the mainstream form of survival and development of enterprises has slowly evolved from "big fish eating small fish" to "fast fish eating slow fish." what is emphasized is the rapid application of advanced scientific and technological knowledge and network knowledge by enterprises. And management tools to quickly improve the profitability of enterprises. In terms of market competition, it is not too much to describe the fierce competition in the market as a "bloody battlefield". Chinese manufacturing enterprises are facing such a great challenge of market survival, and at the same time as the price of raw materials in China rises, The Chinese manufacturing industry is facing a huge crisis and challenge due to the rising wage cost. The Chinese manufacturing industry must find a "new profit source" suitable for its own enterprises' profits, that is, the management of production logistics. Under this background, through the research of modern production logistics management theory and management tools, and in the global scope of enterprises selected because of the successful implementation of advanced production logistics management and achieve great economic benefits. Draw lessons from their practical experience in the implementation of production logistics management, their successful process is summarized. Then taking SK Company as a case study, this paper analyzes and studies three aspects of production logistics management, that is, purchasing management, production material management and warehouse management, and analyzes and summarizes the problems of production logistics management in SK Company. On the basis of problem analysis and theoretical comparison, the improvement scheme of three modules in production logistics management of SK Company is put forward. At the same time, it also puts forward the countermeasures of integrating the various modules of production logistics management: insisting on the use of a suitable production logistics management information system, seriously using each function of the system, continuing to learn, and carrying out scientific management, Pay attention to process monitoring; establish scientific and reasonable rules and regulations, and strictly implement; all staff training, full authorization, clear powers and responsibilities, rewards and penalties for poor performance appraisal. To provide a reference for other manufacturing enterprises in China, to help enterprises improve the capacity of production logistics management, and to realize the vision of survival and development of enterprises.
【学位授予单位】：广东财经大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F274

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