F公司供應商管理庫存（VMI）改善研究
發(fā)布時間：2018-12-06 20:45
【摘要】：隨著時間的推移，社會慢慢的進入了現(xiàn)代化的時期，世界經(jīng)濟的高速發(fā)展和信息科技的不斷更新，競爭環(huán)境隨著市場經(jīng)濟體制的不斷發(fā)展而日益激烈�，F(xiàn)在的市場是由買方在不斷的引領的市場，買方市場占據(jù)其主導地位，不論是什么樣的企業(yè)，要做到長期的發(fā)展和壯大，就要遵循市場的規(guī)則，隨客戶的腳步前進而前進，只有這樣的大踏步的發(fā)展，才能在市場競爭中提升自己的有效能力，在經(jīng)濟市場中占據(jù)一席之地。在這種市場競爭的背景下，對于企業(yè)，在供應關系方面需要有更高層次的認知，也就是供應鏈思想得到發(fā)展和應用。為了使企業(yè)控制的經(jīng)營成本降低，其中一個重要的方面就是設法降低采購成本，針對企業(yè)的庫存管理要做好相應的模式進而采取管理措施，這是供應鏈中關鍵所在。對現(xiàn)代庫存的管理控制內(nèi)容關鍵是找到一個合理的經(jīng)濟庫存水平以及相應的補給庫存的方法，其目的是提供一個定量的分析依據(jù)給企業(yè)的管理決策者。從企業(yè)的角度出發(fā)，在采用庫存管理在采用的時候，合理性具有很重要的意義，它可以在提高企業(yè)的資源利用率的同時增加企業(yè)的相關效益，還可以有效的降低企業(yè)的庫存成本和管理成本，，對于企業(yè)的長期物料目標及生存模式具有長遠的意義。 隨著我國經(jīng)濟的發(fā)展，在世界范圍內(nèi)來說，我國已經(jīng)處于最大的商品生產(chǎn)和銷售國的地位。隨著全球工業(yè)的快速崛起和發(fā)展，全球越來越多的企業(yè)都有大量的物品的積壓，所以如何解決物品的積壓已經(jīng)受到了全球企業(yè)的重視，庫存管理提上了一個新的日程。本文所研究的F公司是一個跨國生產(chǎn)企業(yè),他在深圳的生產(chǎn)基地位于深圳寶安，庫存成本占整個公司生產(chǎn)成本約60%，死庫存約占公司生產(chǎn)成本的5%。所以該如何控制F公司的庫存成本對于對F公司的利益增長是非常重要的。 本文首先通過對庫存管理的理論進行分析，之后結(jié)合F公司的實際情況對公司的庫存的特點和存在的問題進行研究分析,詳細的分析了VMI、JMI,CPFR三種庫存管理方法的基本思想和特點、形式、優(yōu)缺點和實施步驟。在此基礎上,結(jié)合F公司的庫存現(xiàn)實狀況對于庫存情況進行了具有實際意義的定性和定量分析，找出F公司庫存管理中存在的問題以及問題形成的原因進行詳細的分析，最后用供應商管理庫存的方法改善該公司的物料供應和對應的保障措施。
[Abstract]:With the passage of time, the society has entered the period of modernization, the rapid development of the world economy and the continuous renewal of information technology, the competitive environment is becoming increasingly fierce with the development of the market economy system. Now the market is led by the buyer, the buyer's market occupies its dominant position, no matter what kind of enterprise, to achieve long-term development and growth, we must follow the rules of the market, and move forward with the footsteps of customers. Only with such rapid development, can we enhance our own effective ability and occupy a place in the economic market. Under the background of this kind of market competition, enterprises need to have a higher level of cognition in the supply relationship, that is, the supply chain thought has been developed and applied. In order to reduce the operating cost controlled by the enterprise, one of the important aspects is to reduce the purchasing cost, and to do a good job in the inventory management of the enterprise and then take the management measures, which is the key in the supply chain. The key to the management and control of modern inventory is to find a reasonable economic inventory level and the corresponding method of restocking, which aims to provide a quantitative analysis basis for the enterprise's management decision makers. From the point of view of enterprise, when adopting inventory management, rationality has a very important significance, it can improve the utilization of resources of enterprises and increase the related benefits of enterprises. It can also effectively reduce the inventory cost and management cost of the enterprise, which has long-term significance for the long-term material target and survival mode of the enterprise. With the development of China's economy, China has been in the position of the largest commodity production and sales country in the world. With the rapid rise and development of global industry, more and more enterprises in the world have a large backlog of goods, so how to solve the backlog of goods has been paid attention to by global enterprises, inventory management has been put on a new agenda. The company F studied in this paper is a multinational production enterprise, its production base in Shenzhen is located in Baoan, Shenzhen, the inventory cost accounts for about 60 percent of the production cost of the whole company, and the dead inventory accounts for about 5 percent of the production cost of the company. So how to control the inventory cost of F Company is very important to the benefit growth of F Company. This paper firstly analyzes the theory of inventory management, then analyzes the characteristics and existing problems of inventory in F Company, and analyzes the VMI,JMI, in detail. The basic ideas and characteristics, forms, advantages and disadvantages and implementation steps of the three inventory management methods of CPFR. On this basis, combined with the inventory reality of F Company, the qualitative and quantitative analysis of the inventory situation is carried out, and the problems existing in the inventory management of F Company and the causes of the problems are analyzed in detail. Finally, the supplier-managed inventory method to improve the company's supplies and corresponding safeguards.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F274;F276.7
本文編號：2366633
[Abstract]:With the passage of time, the society has entered the period of modernization, the rapid development of the world economy and the continuous renewal of information technology, the competitive environment is becoming increasingly fierce with the development of the market economy system. Now the market is led by the buyer, the buyer's market occupies its dominant position, no matter what kind of enterprise, to achieve long-term development and growth, we must follow the rules of the market, and move forward with the footsteps of customers. Only with such rapid development, can we enhance our own effective ability and occupy a place in the economic market. Under the background of this kind of market competition, enterprises need to have a higher level of cognition in the supply relationship, that is, the supply chain thought has been developed and applied. In order to reduce the operating cost controlled by the enterprise, one of the important aspects is to reduce the purchasing cost, and to do a good job in the inventory management of the enterprise and then take the management measures, which is the key in the supply chain. The key to the management and control of modern inventory is to find a reasonable economic inventory level and the corresponding method of restocking, which aims to provide a quantitative analysis basis for the enterprise's management decision makers. From the point of view of enterprise, when adopting inventory management, rationality has a very important significance, it can improve the utilization of resources of enterprises and increase the related benefits of enterprises. It can also effectively reduce the inventory cost and management cost of the enterprise, which has long-term significance for the long-term material target and survival mode of the enterprise. With the development of China's economy, China has been in the position of the largest commodity production and sales country in the world. With the rapid rise and development of global industry, more and more enterprises in the world have a large backlog of goods, so how to solve the backlog of goods has been paid attention to by global enterprises, inventory management has been put on a new agenda. The company F studied in this paper is a multinational production enterprise, its production base in Shenzhen is located in Baoan, Shenzhen, the inventory cost accounts for about 60 percent of the production cost of the whole company, and the dead inventory accounts for about 5 percent of the production cost of the company. So how to control the inventory cost of F Company is very important to the benefit growth of F Company. This paper firstly analyzes the theory of inventory management, then analyzes the characteristics and existing problems of inventory in F Company, and analyzes the VMI,JMI, in detail. The basic ideas and characteristics, forms, advantages and disadvantages and implementation steps of the three inventory management methods of CPFR. On this basis, combined with the inventory reality of F Company, the qualitative and quantitative analysis of the inventory situation is carried out, and the problems existing in the inventory management of F Company and the causes of the problems are analyzed in detail. Finally, the supplier-managed inventory method to improve the company's supplies and corresponding safeguards.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F274;F276.7
【參考文獻】
相關期刊論文 前10條
1 劉鵬飛;謝如鶴;;基于供應鏈的現(xiàn)代庫存管理方法之比較研究[J];商業(yè)研究;2006年02期
2 周曙光,田征;多級庫存控制策略的分析[J];大連海事大學學報;2003年01期
3 彭祿斌,趙林度;供應鏈網(wǎng)狀結(jié)構(gòu)中多級庫存控制模型[J];東南大學學報(自然科學版);2002年02期
4 邵曉峰,黃培清,季建華;供應鏈中供需雙方合作批量模型的研究[J];管理工程學報;2001年02期
5 馬士華;論核心企業(yè)對供應鏈戰(zhàn)略伙伴關系形成的影響[J];工業(yè)工程與管理;2000年01期
6 徐賢浩,馬士華;供應鏈網(wǎng)絡狀結(jié)構(gòu)模型中多級庫存控制模型[J];華中理工大學學報;1998年07期
7 達慶利,張欽,沈厚才;供應鏈中牛鞭效應問題研究[J];管理科學學報;2003年03期
8 韓堅,吳澄,范玉順;供應鏈建模與管理的技術現(xiàn)狀和發(fā)展趨勢[J];計算機集成制造系統(tǒng)-CIMS;1998年04期
9 瞿建軍,高建民,陳富民,高智勇;遺傳優(yōu)化算法在多級聯(lián)合庫存優(yōu)化求解中的應用[J];中國制造業(yè)信息化;2004年06期
10 鄒斌;龐華;;供應鏈環(huán)節(jié)中庫存管理策略[J];經(jīng)營與管理;2005年12期
本文編號：2366633
本文鏈接：http://www.sikaile.net/guanlilunwen/gongyinglianguanli/2366633.html
最近更新
教材專著
