D公司原材料库存管理研究

发布时间：2018-07-22 14:22

【摘要】：随着全球经济一体化的不断发展和专业分工的不断细化,为了争夺有限的市场,企业之间的竞争逐渐激烈,所在的环境逐渐发生了一系列的变化,行业之间的竞争不断加剧。我国企业已经融入全球化的大环境中,在这样的国际国内背景下,企业需要不断降低成本和满足顾客多样化甚至定制化的需求。库存管理一直是我国企业容易忽略的问题又是比较棘手的问题。一些企业因为库存管理不善而导致效益低下、资金周转缓慢甚至现金流缺乏,无奈之下求助高利率民间融资。库存问题的本质是缺乏需求管理,缺乏有效的库存管理手段和方法。大多数中小企业依靠经验管理,而不是科学系统的管理。D公司属于中小型企业,最近几年依赖我国汽柴油销售量快速增长,企业进入迅速发展的快车道,虽然销售额快速发展,但是库存管理依然原地踏步,依然依靠经验粗放式的管理,尤其是原材料库存,已经达到总库存量的60%。高库存产生以下危害：一是高库存占有了大量的资金,严重影响了资金周转,增加了大量的库存成本；二是高库存同样可能因缺货,库存结构不合理导致个别物料短缺,交货期推迟甚至可能永久地丢失客户；三是由于库存管理比较混乱,员工效率低下。因此要想办法改善库存管理。本文首先对企业内部管理的相关库存理论进行了梳理,然后结合D公司的库存管理现状进行综合分析,发现D公司库存管理存在以下问题： (1)市场需求预测方法不科学。 (2)库存管理不分类,一刀切。 (3)没有制定订货点、订货批量等标准参数。指出了D公司目前存在的库存管理问题,然后对这些问题产生的原因进行分析,找出了库存管理水平低的根本原因；其次,依据分析出的原因和D公司的实际情况,利用库存管理理论知识对D公司库存管理制定了先进的改进方案；根据改善方案又重新制定了D公司库存管理分类管理方法和库存控制模型包括ABC分析法、库存控制模型的选择、市场预测、库存成本、安全库存、订货量、订货点；最后改进组织结构和制度。这些方案收集了D公司的销售、生产、库存等方面的真实数据,对于中小企业有很强的借鉴意义。最后结论对改善前后的原材料库存数据进行对比,证明改善效果。
[Abstract]:With the continuous development of the global economic integration and the continuous refinement of the professional division of labor, in order to compete for the limited market, the competition among enterprises is becoming fiercer. The environment in which it is located has gradually changed a series of changes and the competition between industries is intensifying. China's enterprises have been integrated into the full sphere of the environment, and in such a international and domestic background. At the same time, enterprises need to reduce costs and meet the needs of diversified and even customized customers. Inventory management has always been a difficult problem to be ignored by Chinese enterprises. Some enterprises have poor efficiency, slow capital turnover and even lack of cash flow because of poor management of stock. The essence of the inventory problem is the lack of demand management, the lack of effective means and methods of inventory management. Most small and medium-sized enterprises rely on experience management, rather than the management of the scientific system, which belong to small and medium enterprises. In recent years, the rapid growth of China's gasoline and diesel oil sales has been dependent on the rapid growth of the.D and the rapid development of the fast lane, despite the sales volume. Rapid development, but stock management is still in place, still relying on extensive experience management, especially raw material inventory, which has reached the total storage stock 60%. high storage storage to produce the following harm: first, high stock occupies a large amount of funds, seriously affected the turnover of funds, increased a large amount of inventory cost; two is high inventory as well Because of the shortage of stock, the irrational inventory structure leads to the shortage of individual materials, the delay of delivery time or even the permanent loss of customers. Three, because of the confusion of inventory management and the low efficiency of employees. Therefore, it is necessary to improve inventory management. This paper first combed the related storage theory of enterprise internal management, and then combined with the D company's library. The present situation of storage management is analyzed in a comprehensive way. The following problems are found in D company inventory management: (1) the market demand forecasting method is unscientific. (2) the inventory management is not classified, one size fits all. (3) the standard parameters such as order point and order batch are not formulated. The existing problems of inventory management in D company are pointed out, and the reasons for these problems come into being. The basic reason of low level of inventory management is found out. Secondly, based on the reasons of the analysis and the actual situation of D company, the advanced improvement scheme is made for the inventory management of D company by using the theory of inventory management, and the classification management method of inventory management and the inventory control model package of D company are reformulated according to the improvement scheme. ABC analysis, inventory control model selection, market prediction, inventory cost, safety inventory, order quantity, order point, and finally improve the organization structure and system. These schemes collect the real data of D company's sales, production, inventory and so on. It has a strong reference for small and medium-sized enterprises. Finally, the final conclusion is to improve the raw materials before and after. Inventory data are compared to prove the improvement effect.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F274;F426.7

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