YWK公司出口物流的流程改造

发布时间：2018-02-03 05:00

本文关键词： 成本控制客户满意度流程改造　出处：《南京大学》2014年硕士论文　论文类型：学位论文

【摘要】：随着中国汽车行业的快速发展,中国市场在世界的战略性地位也日益突出。YWK公司是著名的商用车公司,为全球提供各种陆路的解决方案。因为世界经济的低迷,中国市场作为YWK公司目前最盈利的市场,其重要性不言而喻。YWK公司自2010年开始进行中国产品的出口。在2012年出口量到达顶峰后,2013年的出口量迅速下滑。这样的业绩使得YWK公司刚刚才起步的出口业务受到剧烈的打击,因为在中国业务中,出口业务的盈利能力是最强的,如果不改变这样的状况,将影响整个YWK集团的年终报表。因此YWK公司非常重视,经市场分析和调查发现YWK公司的出口量下降的主要原因是因为在整车出口前的质量问题导致到达目的地后的整修费用增加了销售售价,零部件产品也因为到货的质量和数量问题,导致最后成品的售价增加。根据YWK公司的内部分析,在刚成立的中国公司内设立物流小组(物流中心)改造两家合资工厂出厂后的产品的物流操作将最有利于改变出口产品的现状,降低在目的地处的整修等费用。此种流程改造也将减少目前两家合资公司独立进行物流操作的运营成本,提高沟通效率以及增强整体供应链的协调能力。从而改变整个出口的形势,增加中国产品出口的竞争力。同时,将物流操作从合资工厂剥离开来也符合YWK公司的整体战略,即全球的工厂都作为生产制造和技术中心,专注于产品质量的提升以及产品的研发,为市场部门提供更具竞争力的产品。本文着重对比了物流流程改造前后的各业务模块的操作,在列出了改造前操作过程当中的实际问题后,分析了流程改造的工作计划以及改造后成本的变化和一些改善方案。最终在YWK公司总部的要求下,新的出口物流流程已经开始实施,目前的运营良好。但事物总是有其两面性的,不同的操作模式都会有各自的优劣。虽然合资工厂对出厂后的物流操作进行把控,可以在内部生产的协调方面有所掌控,但改造后的操作更加有利于成本方面的改善以及客户满意度方面的提高。这样的改变将更加有利于两家合资工厂产品的出口量的提高,对整个YWK公司来说也是重要的利润增加。
[Abstract]:With the rapid development of Chinese automobile industry, the strategic position of Chinese market in the world is increasingly prominent. YWK company is a famous commercial vehicle company. Provide a variety of overland solutions for the world. Because of the downturn in the world economy, the Chinese market is currently YWK's most profitable market. Its importance is self-evident. YWK began to export Chinese products since 2010. After 2012, the export reached its peak. In 2013, exports plummeted. Such results hit YWK's fledgling export business, which is the most profitable in China. If this situation does not change, it will affect the whole YWK group's year-end report. Therefore, YWK takes it very seriously. Market analysis and research revealed that the decline in YWK's exports was mainly due to quality problems prior to the export of the vehicle, which resulted in an increase in the selling price for refurbishment after arriving at its destination. Parts and components also due to the quality and quantity of delivery problems, resulting in the final product price increase. According to YWK internal analysis. The establishment of a logistics group (logistics center) within the newly established Chinese company will be most conducive to changing the status quo of export products by transforming the logistics operations of the products after the two joint venture factories have left the factory. Reduced costs such as refurbishment at destination. Such process modification would also reduce the operating costs of the current two joint ventures operating logistics independently. Improve the communication efficiency and enhance the coordination ability of the whole supply chain so as to change the situation of the whole export and increase the competitiveness of the export of Chinese products. At the same time. The separation of logistics operations from joint venture plants is also in line with YWK's overall strategy that factories around the world serve as production and manufacturing and technology centres, focusing on improving product quality and product development. This paper compares the operation of each business module before and after the transformation of the logistics process, and lists the practical problems in the operation process before and after the transformation. This paper analyzes the work plan of the process transformation, the change of the cost after the transformation and some improvement plans. Finally, the new export logistics process has been implemented under the request of YWK headquarters. The current operation is good. But things always have two sides, different operating modes will have their own advantages and disadvantages. Be able to control the coordination of internal production. But the modified operation is more conducive to cost improvement and customer satisfaction. Such a change will be more conducive to the two joint venture factory products export increased. It is also an important profit increase for YWK as a whole.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.471;F752.62;F252

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