本文選題：供應(yīng)鏈管理　切入點(diǎn)：訂單管理　出處：《吉林大學(xué)》2014年碩士論文

【摘要】：根據(jù)大陸汽車(chē)電子有限公司長(zhǎng)春工廠2010至2013年度的財(cái)務(wù)數(shù)據(jù)顯示，公司每年耗費(fèi)在庫(kù)存年上的成本占這些產(chǎn)品總價(jià)值的30%--40%。而造成如此高庫(kù)存的根本原因是由于訂單及生產(chǎn)計(jì)劃管理不足導(dǎo)致的.自2007年大陸集團(tuán)收購(gòu)德國(guó)西門(mén)子長(zhǎng)春工廠以來(lái)，以及全球汽車(chē)零部件行業(yè)的迅猛發(fā)展，公司業(yè)務(wù)量顯著增加，相比之下，傳統(tǒng)訂單及生產(chǎn)計(jì)劃方法逐漸暴露出來(lái)在管理上的不足。一方面，庫(kù)存積壓造成庫(kù)存資金占用巨大，資金周轉(zhuǎn)慢；另一方面，經(jīng)常出現(xiàn)原材料斷貨的情況，客戶(hù)訂單響應(yīng)速度較慢，以致產(chǎn)生客戶(hù)投訴，客戶(hù)滿(mǎn)意度不高。 在這種背景下，制定出一套適合大陸汽車(chē)電子有限公司自身的訂單及生產(chǎn)計(jì)劃管理解決方案，以此來(lái)規(guī)范和管理公司的日常生產(chǎn)運(yùn)營(yíng)活動(dòng)勢(shì)在必行。因此，大陸汽車(chē)電子有限公司要想在全球汽車(chē)零部件行業(yè)保持領(lǐng)先地位，就必須在傳統(tǒng)的訂單及生產(chǎn)計(jì)劃管理方式上加以改進(jìn)，重新審視企業(yè)狀況并挖掘潛在的經(jīng)濟(jì)資源，除了從公司內(nèi)部著手之外，更重要的是從整個(gè)汽車(chē)零部件行業(yè)供應(yīng)鏈上去整合相關(guān)資源，而近年興起的供應(yīng)鏈管理思想恰恰可以成為解決這些問(wèn)題的理論基礎(chǔ)，并在全球知名企業(yè)中受到廣泛重視。因此，在供應(yīng)鏈環(huán)境下對(duì)訂單及生產(chǎn)計(jì)劃管理方案的探索是大陸汽車(chē)電子有限公司目前亟待解決的問(wèn)題。 本研究希望通過(guò)合理的供應(yīng)鏈管理模式，依照大陸汽車(chē)電子有限公司項(xiàng)目管理過(guò)程，分析當(dāng)前的訂單和大陸汽車(chē)電子有限公司的生產(chǎn)計(jì)劃現(xiàn)行管理方式和流程存在的不足，與當(dāng)前市場(chǎng)環(huán)境的現(xiàn)狀相結(jié)合，對(duì)公司的訂單管理和生產(chǎn)計(jì)劃管理模式及流程進(jìn)行逐一優(yōu)化，通過(guò)詳細(xì)的配置相關(guān)功能和參數(shù)，大陸汽車(chē)電子有限公司在中國(guó)大陸實(shí)施SAP模塊和實(shí)現(xiàn)新工藝流程，，從而提高整個(gè)集團(tuán)的供應(yīng)鏈管理能力，使得大陸汽車(chē)電子有限公司能夠在新的挑戰(zhàn)中把握市場(chǎng)機(jī)會(huì)，保持全球前三位汽車(chē)零部件企業(yè)的位置。本論文的意義正是以大陸汽車(chē)此次項(xiàng)目實(shí)施為案例，總結(jié)了結(jié)合SAP APO模塊的訂單管理流程及生產(chǎn)計(jì)劃管理流程，并希望在類(lèi)似企業(yè)實(shí)施訂單與生產(chǎn)計(jì)劃管理系統(tǒng)并進(jìn)行流程再造時(shí)有所幫助。
[Abstract]:According to financial data from Changchun Factory of China Automotive Electronics Co. Ltd. For 2010 to 2013, the company spends 30-40% of the total value of these products each year on inventory.The root cause of such a high inventory is inadequate management of orders and production plans.Since the acquisition of Siemens Changchun factory by Continental Group in 2007, and the rapid development of the global auto parts industry, the business volume of the company has increased significantly.Traditional orders and production planning methods gradually exposed the deficiencies in management.On the one hand, inventory overstocking results in huge capital occupation and slow turnover of funds; on the other hand, there is often a shortage of raw materials, and the response speed of customer orders is slow, resulting in customer complaints and low customer satisfaction.Under this background, it is imperative to formulate a set of order and production plan management solutions suitable for China Automotive Electronics Co., Ltd., in order to standardize and manage the daily production and operation activities of the company.Therefore, in order to maintain the leading position in the global automotive parts industry, mainland Automotive Electronics Co., Ltd. must improve its traditional order and production planning management methods, re-examine the situation of enterprises and tap potential economic resources.In addition to starting from within the company, it is more important to integrate related resources from the supply chain of the whole automotive parts industry, and the rising idea of supply chain management in recent years can be the theoretical basis to solve these problems.And in the world-famous enterprises by a wide range of attention.Therefore, in the supply chain environment, the exploration of order and production planning management is the urgent problem of China Automotive Electronics Co., Ltd.According to the project management process of China Automotive Electronics Co., Ltd., this study hopes to analyze the shortcomings of current orders and current production plan management methods and processes of China Automotive Electronics Co., Ltd through a reasonable supply chain management model.Combined with the current situation of the market environment, the order management and production planning management mode and process of the company are optimized one by one, and the related functions and parameters are configured in detail.China Automotive Electronics Co., Ltd. implements the SAP module and the new process in mainland China, which improves the supply chain management ability of the whole group and enables China Automotive Electronics Co., Ltd. to grasp the market opportunities in the new challenges.Maintain the position of the top three auto parts companies in the world.The significance of this paper is to take the implementation of this project in mainland China as a case, and summarize the order management process and production planning management process combined with SAP APO module.It also hopes to help similar enterprises to implement order and production planning management system and process reengineering.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F273;F426.471

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