J公司供应物流问题及改善研究
发布时间:2018-08-22 20:30
【摘要】:J公司是一家世界领先的电子合约制造服务商(EMS)之一,成立于1966年,总部设于美国佛罗里达州。以提供世界领先的电子制造服务而闻名,在全世界33个国家中拥有90间工厂,超过75000名技术人员和专家致力于为客户提供电子技术解决方案,为全球的电子和技术公司提供综合的电子设计,生产和产品管理服务。根据2012年财年统计,J公司收入达171亿美元,2013年更蝉联《财富》杂志世界上最受尊敬公司之一。 J公司位于马来西亚槟城的工厂是其亚太区重要的生产制造基地,所制造的成品主要供应与销售亚洲客户。自08年全球金融危机后,09年全球电子制造业PMI指数显示需求乐观,受全球经济环境推动,J公司位于马来西亚的工厂销售量呈逐步上升势头,12年收入56亿美元,占J公司总收入32.75%,成为了其在亚太区最大的生产基地。然而,受到马来西亚国内经济环境和科技发展水平等因素影响,其原料,电子元器件的上游供应商均集中于我国珠三角地区。 然而,电子制造原件类型复杂,上游供应商数量众多,生产流程管理复杂,使得供应商的协同管理的难度大大增加,如一个电子元件缺货,则工厂不得不以停产来等待该电子元件到达工位才能恢复生产。而且,由于上游供应商的生产不确定性和位于下游客户的需求不确定性,生产工厂面临着双重的预测订货、补货难度。当前的J公司案例中,采用的是传统的供应链模式,供应商不得不采用大批量高库存来满足J公司的需求不确定性,每个供应商都建立起自己的VMI仓库来管理不同的产品以供应J公司位于马来西亚的工厂。诚然,VMI这种模式在过去某段时间内确实使得J公司在供应链上取得非常大的成就,然而,,J公司的缺货率还是一直维持较高水平,造成了J公司对运输时间要求高,供应商绝大部分采用空运出口,这样虽然满足了生产要求,却造成了运输成本的大幅上升。目前,运输成本占马来西亚工厂总成本的8%,且由于空运价格受到国际航空燃油价格的影响呈逐年上升势头,J公司亟需通过降低运输成本保持产品的市场竞争优势。 为解决J公司目前的配送困境,本文尝试引入集配中心对整个供应链模式进行优化。在库存管理上,基于配送集运中心实现二维协同关系管理与补货,改变目前单个供应商单个制造商的VMI库存管理模式,避免因某个供应商缺货造成工位等待与增加供应商补货成本;在运输策略上,基于买方拼箱的运输模式来改变当前单一空运模式。本文首先分析J公司所在电子制造业产品的供应链特点,结合当前J公司在供应链上的实际问题,找出优化点,建立配送集运中心模式,改善运输模式,以达到库存持有成本、运输成本下降的同时,减少缺货率的出现。 本文旨通过J公司的配送集运中心的实施案例,分析J公司供应物流成本和供应链的影响,并对该模式实施的效果进行分析验证,总结该企业的供应链优化方式,形成对该类型企业的供应链优化问题的管理方法。
[Abstract]:J Company is one of the world's leading electronic contract manufacturing service providers (EMS). Founded in 1966, it is headquartered in Florida, USA. It is famous for providing the world's leading electronic manufacturing services. It has 90 factories in 33 countries, and more than 75,000 technicians and experts are dedicated to providing electronic technology solutions to customers. According to the financial year 2012, J Company earned $17.1 billion. In 2013, it became one of the most respected companies in the world in Fortune magazine.
J's factory in Penang, Malaysia, is an important manufacturing base in the Asia-Pacific region. The manufactured products are mainly supplied and sold to Asian customers. Since the 2008 global financial crisis, the global PMI index of electronics manufacturing in 2009 has shown optimistic demand. Driven by the global economic environment, J's factory sales in Malaysia have been steadily increasing. Increasing momentum, 12-year revenue of $5.6 billion, accounting for 32.75% of J's total revenue, has become the largest production base in the Asia-Pacific region.
However, the complex types of electronic manufacturing components, the large number of upstream suppliers and the complex management of production process make it difficult for suppliers to cooperate with each other. For example, if an electronic component is out of stock, the factory has to stop production and wait for the electronic component to arrive at the workstation to resume production. In the current J company case, the traditional supply chain model is adopted, and the supplier has to use large quantities of high inventory to meet the demand uncertainty of J company. Each supplier sets up its own VMI warehouse to manage. It is true that the VMI model did make J company achieve great success in the supply chain for some time in the past. However, the out-of-stock rate of J company has been maintained at a high level, resulting in the high transportation time requirement of J company, and the majority of suppliers are sent out by air. At present, the transportation cost accounts for 8% of the total cost of Malaysian factories, and because the air transport price is affected by the international aviation fuel price is increasing year by year, J company needs to reduce the transportation cost to maintain the product market competitive advantage.
In order to solve J company's current distribution dilemma, this paper attempts to introduce a centralized distribution center to optimize the entire supply chain model. In inventory management, based on the distribution center to achieve two-dimensional collaborative relationship management and replenishment, change the current single supplier and single manufacturer's VMI inventory management model, to avoid the shortage of a supplier caused by a workstation. Waiting and increasing the replenishment cost of suppliers; in the transportation strategy, based on the buyer's LCL mode of transport to change the current single air transport mode. Firstly, this paper analyzes the characteristics of the electronic manufacturing products supply chain of J company, combined with the actual problems of J company in the supply chain, to find out the optimization point, establish the distribution center mode, and improve the distribution center mode. In order to achieve the cost of inventory holding and reduce transportation costs, transportation mode reduces the shortage rate.
This paper analyzes the impact of supply logistics cost and supply chain of J company through the implementation case of J company's distribution and transportation center, and verifies the effect of the implementation of this mode, summarizes the supply chain optimization mode of the enterprise, and forms the management method of supply chain optimization problem for this type of enterprise.
【学位授予单位】:华南理工大学
【学位级别】:硕士
【学位授予年份】:2014
【分类号】:F416.63;F252
本文编号:2198213
[Abstract]:J Company is one of the world's leading electronic contract manufacturing service providers (EMS). Founded in 1966, it is headquartered in Florida, USA. It is famous for providing the world's leading electronic manufacturing services. It has 90 factories in 33 countries, and more than 75,000 technicians and experts are dedicated to providing electronic technology solutions to customers. According to the financial year 2012, J Company earned $17.1 billion. In 2013, it became one of the most respected companies in the world in Fortune magazine.
J's factory in Penang, Malaysia, is an important manufacturing base in the Asia-Pacific region. The manufactured products are mainly supplied and sold to Asian customers. Since the 2008 global financial crisis, the global PMI index of electronics manufacturing in 2009 has shown optimistic demand. Driven by the global economic environment, J's factory sales in Malaysia have been steadily increasing. Increasing momentum, 12-year revenue of $5.6 billion, accounting for 32.75% of J's total revenue, has become the largest production base in the Asia-Pacific region.
However, the complex types of electronic manufacturing components, the large number of upstream suppliers and the complex management of production process make it difficult for suppliers to cooperate with each other. For example, if an electronic component is out of stock, the factory has to stop production and wait for the electronic component to arrive at the workstation to resume production. In the current J company case, the traditional supply chain model is adopted, and the supplier has to use large quantities of high inventory to meet the demand uncertainty of J company. Each supplier sets up its own VMI warehouse to manage. It is true that the VMI model did make J company achieve great success in the supply chain for some time in the past. However, the out-of-stock rate of J company has been maintained at a high level, resulting in the high transportation time requirement of J company, and the majority of suppliers are sent out by air. At present, the transportation cost accounts for 8% of the total cost of Malaysian factories, and because the air transport price is affected by the international aviation fuel price is increasing year by year, J company needs to reduce the transportation cost to maintain the product market competitive advantage.
In order to solve J company's current distribution dilemma, this paper attempts to introduce a centralized distribution center to optimize the entire supply chain model. In inventory management, based on the distribution center to achieve two-dimensional collaborative relationship management and replenishment, change the current single supplier and single manufacturer's VMI inventory management model, to avoid the shortage of a supplier caused by a workstation. Waiting and increasing the replenishment cost of suppliers; in the transportation strategy, based on the buyer's LCL mode of transport to change the current single air transport mode. Firstly, this paper analyzes the characteristics of the electronic manufacturing products supply chain of J company, combined with the actual problems of J company in the supply chain, to find out the optimization point, establish the distribution center mode, and improve the distribution center mode. In order to achieve the cost of inventory holding and reduce transportation costs, transportation mode reduces the shortage rate.
This paper analyzes the impact of supply logistics cost and supply chain of J company through the implementation case of J company's distribution and transportation center, and verifies the effect of the implementation of this mode, summarizes the supply chain optimization mode of the enterprise, and forms the management method of supply chain optimization problem for this type of enterprise.
【学位授予单位】:华南理工大学
【学位级别】:硕士
【学位授予年份】:2014
【分类号】:F416.63;F252
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