基于协同视角的装配制造企业供应商选择优化研究

发布时间：2018-09-10 09:20

【摘要】：国内装配制造企业在注重自身运营能力的同时,也开始重视通过供应链各节点企业的协同性管理提高供应链的整体运作效率,各节点企业通过整合各自的优势资源,进行有效的相互配合与协作,实现快速响应市场需求、降低成本、提高效率等供应链协同效应,进而提升供应链的整体竞争能力。本文在协同测度研究基础上,分析装配制造企业供应商选择优化问题。主要研究内容和创新点如下：(1)针对目前供应链协同测度分析主要集中在单制造商与单供应商之间,为将协同测度问题研究更为一般化,现将协同问题扩展到多供应商、单制造商与多经销商情景中。以制造商为主导,从多经销商、单制造商、多供应商与供应链稳定性四个维度构建供应链协同发展指标体系,根据子系统有序度的发展水平改进供应链系统协同度量方法,进而计算供应商的纵向协同测度,通过实例分析说明评价指标体系和协同模型的有效性和可行性,针对纵向协同测度结果进行分析。考虑供应商之间的横向合作提出了横向协同测度模型,根据供应商各成员的结构关系将横向协同分为直接横向协同和间接横向协同两种类型,通过供应商与供应商和制造商之间的直接合作关系构建横向直接协同模型,根据供应商与供应商的间接合作关系构建横向问接协同模型,并对模型进行有效度量。(2)针对供应商选择较少考虑合作期内存在潜在发展前景因素,在装配制造企业需求零部件单任务类型的情景下从前景协同视角对供应商选择问题进行评价研究,在供应商评价管理问题中,依据整合能力、成本、售后服务效果、供应效果准则构建装配制造企业供应商评价指标体系,在协同测度分析的基础上运用前景理论确定各个指标的前景协同值,以此构造评价矩阵，结合熵权法和协同测度确定评价指标的权重系数。引入TOPSIS决策方法进行供应商评价,根据马氏距离和灰色关联改进距离度量方法,实例分析说明了该评价方法的有效性和可行性。通过评价方法的比较分析发现,前景协同视角下供应商的评价方法对于结果具有较大的影响。进而在三种评价方法下对考虑协同能力的供应商评价与未考虑协同能力的供应商评价进行比较,结果发现协同因素对于供应商评价具有一定程度的影响。(3)仅考虑前景协同因素难免具有一定程度的片面性,供应商选择优化较少考虑协同因素的影响,且装配制造需求零部件任务类型复杂,随着研究问题规模的不断扩大,在大量实验数据中更为高效和准确的进行供应商选择成为更为现实性问题,因此将研究问题一般化,在多任务单制造商视角下研究供应商选择优化管理,构建供应商选择优化模型与算法。模型中对供应商的定价、以旧换新折扣进行度量,优化目标中考虑横向协同与纵向协同因素,对装配制造企业供应商选择优化进行综合决策,模型求解中应用模拟植物生长算法,进一步对算法进行改进,提出启发式方法和交叉变异算子,算例仿真验证模型与算法的有效性和可行性。研究结果分析发现,在单制造商视角下,考虑纵向协同和横向协同能力,能够有效减少供应商的协同交货差量、缩短交货时间、提高协同补货能力和平均供货完成率,从而能够有效提高装配制造企业的生产效率。(4)多制造商可通过联合采购,实现整体运营管理的最优化,因此在多任务单制造商的供应商选择研究的基础上将问题扩展到多任务多制造商视角。已有研究成果发现集配中心在装配制造企业运营管理中具有特定的优势,因此在供应商优化模型中考虑集配中心因素的影响,从三个维度的协同能力度量核心零部件供应商,从成本维度度量一般零部件供应商,最后对协同能力参数进行分析,研究协同能力的变化对于供应链整体运营的影响程度。通过研究结果发现,集配中心对于供应商的协同能力的影响更为显著,且纵向协同的控制能力优于横向协同。因此在多制造商视角下,更应增加集配中心成员提高供应链的协同能力,同时,也应通过集配中心和制造商调控供应商之间的合作关系,提高供应商的横向协同能力。
[Abstract]:At the same time, domestic assembly manufacturing enterprises pay attention to their own operation capability, but also begin to pay attention to improving the overall operation efficiency of the supply chain through the collaborative management of each node of the supply chain. By integrating their respective advantages and resources, each node enterprise can effectively cooperate and cooperate with each other to achieve rapid response to market demand, reduce costs and improve efficiency. The main research contents and innovations are as follows: (1) Aiming at the current supply chain synergy measurement analysis mainly concentrates on the single manufacturer and single supplier, in order to improve the overall competitiveness of the supply chain. The research on Collaborative measurement is more general. Now the collaborative problem is extended to the multi-supplier, single manufacturer and multi-distributor scenarios. Supply chain system collaboration measurement method, and then calculate the supplier's vertical collaboration measurement, through the example analysis to illustrate the effectiveness and feasibility of the evaluation index system and collaboration model, for the vertical collaboration measurement results are analyzed. The structure relation divides the horizontal collaboration into two types: direct horizontal collaboration and indirect horizontal collaboration. The horizontal direct collaboration model is constructed by the direct cooperative relationship between supplier and supplier and manufacturer. According to the indirect cooperative relationship between supplier and supplier, the horizontal interrogation collaboration model is constructed, and the model is effectively measured. The supplier selection problem is evaluated from the perspective of prospect synergy under the situation that the potential development prospects are seldom considered in the cooperation period. In the supplier evaluation management problem, the supplier selection problem is evaluated according to the integration ability, cost, after-sales service effect and supply effect criterion. The evaluation index system of suppliers in assembly manufacturing enterprises is constructed. The foreground synergy value of each index is determined by foreground theory on the basis of synergetic measure analysis. The evaluation matrix is constructed by this method. The weight coefficient of evaluation index is determined by entropy weight method and synergetic measure. The TOPSIS decision-making method is introduced to evaluate suppliers, and the Mahalanobis distance and grey are used to evaluate suppliers. The validity and feasibility of the proposed method are illustrated by an example. It is found that the supplier evaluation method from the perspective of foreground synergy has a great influence on the results. Then the supplier evaluation and the supplier evaluation without considering synergy under the three evaluation methods are discussed. Comparing with the supplier evaluation of the same capability, it is found that the collaborative factors have a certain degree of influence on the supplier evaluation. (3) Only considering the prospective collaborative factors is inevitable to have a certain degree of one-sidedness, supplier selection optimization seldom considers the influence of collaborative factors, and the task types of parts required for assembly manufacturing are complex. As the scale of the problem continues to expand, it becomes more realistic to select suppliers more efficiently and accurately in a large number of experimental data. Therefore, this paper generalizes the research problem, studies the optimal management of supplier selection from the perspective of multi-task single manufacturer, and constructs an optimal model and algorithm for supplier selection. The discount between the old and the new is measured, and the horizontal and vertical synergy factors are considered in the optimization objective. The supplier selection and optimization of assembly manufacturing enterprises are comprehensively decided. The simulation plant growth algorithm is applied to solve the model, and the algorithm is further improved. The heuristic method and crossover mutation operator are proposed. The model and algorithm are validated by a simulation example. The results show that, from the perspective of a single manufacturer, considering the vertical and horizontal collaborative capabilities, it can effectively reduce the supplier's collaborative delivery margin, shorten the delivery time, improve the collaborative replenishment capability and average supply completion rate, and thus effectively improve the production efficiency of assembly manufacturing enterprises. (4) Multi-system Manufacturers can optimize the overall operation management through joint purchasing, so the problem is extended to the perspective of multi-task and multi-manufacturer based on the study of supplier selection of multi-task single manufacturer. Considering the influence of the factors of centralized distribution center, this paper measures the core component supplier from three dimensions of collaborative capability, general component supplier from cost dimension, and analyzes the parameters of collaborative capability to study the influence of the change of collaborative capability on the overall operation of supply chain. Therefore, from the perspective of multi-manufacturer, we should increase the members of the distribution center to improve the coordination ability of the supply chain. At the same time, we should regulate the cooperation relationship between suppliers through the distribution center and manufacturer to improve the horizontal coordination of suppliers. The same ability.
【学位授予单位】：北京科技大学
【学位级别】：博士
【学位授予年份】：2016
【分类号】：F426.4;F274

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