H公司库存管理优化研究

发布时间：2018-01-23 07:05

本文关键词： 库存管理牛鞭效应需求预测供应商管理非标产品管理　出处：《华东理工大学》2017年硕士论文　论文类型：学位论文

【摘要】：库存管理是指商品流通过程中对数量的管理,主要是在企业的正常经营活动的前提下,保持物品库存在一个合理的水平,及时了解库存动态,快速充足的提出补给,避免超出合理库存或短缺,减少存货占用空间,降低库存成本,控制库存占用资金,从而提高资金周转率。库存管理在现代企业管理中起着决定性的作用,有必要研究和实施有效地库存管理,特别是销售类的公司,产品品类多,客户数量多,尤其是建筑行业又以项目为主,若库存量太小,则会影响客户服务水平和客户满意度,而失去客户,失去销售机会；若库存过高,公司的资源又会大量被占用,导致现金流变少,可能直接影响到公司的正常运营。因此,对于建筑行业的销售类公司,尤其需要一套行之有效的现代库存管理体系,以确保公司的正常运营和持续的创造价值,使公司在市场中脱颖而出。本文以H公司为研究对象,对H公司的库存进行深入研究,将库存分为三类：周转库存、安全库存、多余库存,通过分析其成因,帮助H公司提出改善措施。通过需求预测的管理和ERP系统的整合,来优化周转库存。其次,通过本地化生产战略来缩短供货周期,配合供应商管理来增加稳定性,最终减少安全库存。再有,通过对非标产品的管理和物料品种的管理来减少多余库存占用公司资源。最后,从团队管理和建设的角度,提出了精益管理,KPI绩效管理相结合的多种现代化管理手段来管理团队。同时,考虑组织架构的重新洗牌。
[Abstract]:Inventory management refers to the quantity management in the process of commodity circulation, which is to keep the inventory of goods at a reasonable level under the premise of the normal business activities of the enterprise, and to understand the inventory dynamics in a timely manner. Fast and sufficient supply to avoid excess or shortage of reasonable inventory, reduce inventory space, reduce inventory costs, control inventory to occupy funds. Inventory management plays a decisive role in the management of modern enterprises. It is necessary to study and implement effective inventory management, especially for sales companies. Especially in the construction industry, if the inventory is too small, it will affect the level of customer service and customer satisfaction, and lose customers, lost sales opportunities; If the inventory is too high, the company's resources will be taken up, resulting in less cash flow, which may directly affect the normal operation of the company. Therefore, for the construction industry sales companies. In particular, we need a set of effective modern inventory management system to ensure the normal operation of the company and continue to create value, so that the company stands out in the market. The inventory of H company is deeply studied, and the inventory is divided into three categories: turnover inventory, safety inventory, surplus stock, and through the analysis of its causes. To help H company to propose improvement measures. Through the management of demand forecasting and the integration of ERP system to optimize the turnover inventory. Secondly, to shorten the supply cycle through localized production strategy. Cooperate with supplier management to increase stability and ultimately reduce safety inventory. Thirdly, reduce excess inventory to occupy company resources through management of non-standard products and materials. Finally. From the point of view of team management and construction, this paper puts forward a variety of modern management methods to manage the team by combining lean management with KPI performance management. At the same time, the reshuffle of organizational structure is considered.
【学位授予单位】：华东理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274;F426.92

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