【摘要】：延遲是企業(yè)將制造、組裝、包裝、商標(biāo)或其他增值活動(dòng)推遲到接到客戶(hù)訂單后進(jìn)行的策略，起到滿(mǎn)足客戶(hù)的個(gè)性化需求，減少企業(yè)庫(kù)存水平，對(duì)客戶(hù)快速反應(yīng)，為企業(yè)獲得競(jìng)爭(zhēng)優(yōu)勢(shì)的作用。延遲可以發(fā)生在制造、組裝、包裝等環(huán)節(jié)上，分別稱(chēng)為制造延遲、組裝延遲、包裝延遲等。 在傳統(tǒng)的以預(yù)測(cè)為推動(dòng)力、以生產(chǎn)為中心的模式下，包裝是生產(chǎn)的終點(diǎn)，半成品通過(guò)包裝成為產(chǎn)成品存儲(chǔ)在倉(cāng)庫(kù)中，等待需求發(fā)生。但是，由于需求具有不確定性，預(yù)測(cè)具有偏差性，生產(chǎn)過(guò)程當(dāng)中企業(yè)經(jīng)常面臨著不同包裝的相同產(chǎn)品，一個(gè)缺貨而另一個(gè)過(guò)剩的現(xiàn)象。為了解決這個(gè)問(wèn)題，包裝延遲策略應(yīng)運(yùn)而生。包裝延遲是指企業(yè)將包裝這項(xiàng)增值活動(dòng)推后，直到客戶(hù)訂單到來(lái)后進(jìn)行，，它一方面能夠解決由于產(chǎn)品包裝趨于個(gè)性化和多樣化而帶來(lái)的問(wèn)題，另一方面能夠改善需求不確定性等因素導(dǎo)致的作業(yè)成本增大的問(wèn)題。 中外學(xué)者對(duì)延遲的定義和應(yīng)用研究十分廣泛，但是大部分是針對(duì)大規(guī)模定制的延遲應(yīng)用，把延遲策略應(yīng)用在包裝環(huán)節(jié)的研究很少，對(duì)于包裝環(huán)節(jié)作業(yè)成本的分析也停留在表面。 本文結(jié)合實(shí)際企業(yè)的數(shù)據(jù)，針對(duì)包裝這一環(huán)節(jié)發(fā)生的作業(yè)成本進(jìn)行分析。首先，本文綜合其他學(xué)者對(duì)包裝策略的界定，定義了非包裝延遲策略、部分包裝延遲策略和完全包裝延遲策略，并且分析了三種不同包裝策略的作業(yè)流程和作業(yè)成本構(gòu)成。其次，根據(jù)作業(yè)成本構(gòu)成和影響因子的數(shù)值關(guān)系建立三種包裝策略的作業(yè)成本模型，并且列出相應(yīng)的約束條件。然后，通過(guò)延遲成本系數(shù)、延遲庫(kù)存持有成本系數(shù)、客戶(hù)服務(wù)水平和需求波動(dòng)的靈敏度分析，比較不同包裝策略下作業(yè)成本的變化情況，從而幫助制造商選擇合適的包裝策略。最后，以北京理光打印系統(tǒng)有限公司為例，對(duì)包裝策略的實(shí)際應(yīng)用進(jìn)行了分析與驗(yàn)證，為其他企業(yè)提供了延遲策略的應(yīng)用參考。
[Abstract]:Delay is the company's strategy to delay manufacturing, assembly, packaging, trademark or other value-added activities until the customer orders are received, to meet customers' personalized needs, to reduce the level of enterprise inventory, and to respond quickly to customers. The role of gaining competitive advantage for an enterprise. Delay can occur in manufacturing, assembly, packaging, etc., called manufacturing delay, assembly delay, packaging delay, etc. In the traditional mode of taking prediction as the driving force and production as the center, packaging is the end point of production, and semi-finished products are stored in the warehouse by packaging as finished products, waiting for demand to occur. However, because of the uncertainty of demand and the deviation of forecast, enterprises often face the phenomenon of the same product with different packaging, one out of stock and another surplus in the process of production. In order to solve this problem, packaging delay strategy came into being. Packaging delay means that the enterprise delays the value-added package until the customer orders arrive. On the one hand, it can solve the problems caused by the individuation and diversification of product packaging. On the other hand, it can improve the problem of increased activity cost caused by uncertainty of demand and other factors. The definition and application of delay is widely studied by Chinese and foreign scholars, but most of them are based on mass customization. There are few researches on delay strategy applied to packaging, and the analysis of cost of packing activities is still on the surface. Based on the actual enterprise data, this paper analyzes the activity cost of packaging. First of all, this paper synthesizes the definition of packaging strategy by other scholars, defines non-packaging delay strategy, partial packaging delay strategy and complete packaging delay strategy, and analyzes the operation flow and cost composition of three different packaging strategies. Secondly, according to the numerical relationship between the composition of activity-based cost and the influence factors, the activity-based cost model of three packaging strategies is established, and the corresponding constraints are listed. Then, through the sensitivity analysis of delay cost coefficient, delayed inventory holding cost coefficient, customer service level and demand fluctuation, the change of activity cost under different packaging strategies is compared, so as to help manufacturers choose the appropriate packaging strategy. Finally, taking Beijing Ricoh Printing system Co., Ltd as an example, the practical application of packaging strategy is analyzed and verified, which provides a reference for other enterprises to apply delay strategy.
【學(xué)位授予單位】：河北工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F275.3;F224

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王海軍,馬士華,趙勇;大量定制環(huán)境下基于延遲制造的多級(jí)供應(yīng)控制模型研究[J];管理工程學(xué)報(bào);2005年01期

2 楊瑾,趙嵩正,王娟茹;客戶(hù)化供應(yīng)鏈中的延遲策略[J];工業(yè)工程與管理;2005年04期

3 羅建強(qiáng);楊慧;;面向服務(wù)型制造延遲策略實(shí)施對(duì)客戶(hù)價(jià)值創(chuàng)造的影響[J];工業(yè)工程與管理;2012年05期

4 宣娟麗;羅建強(qiáng);馬漢武;程發(fā)新;;考慮成本的多CODP混合延遲策略生產(chǎn)系統(tǒng)優(yōu)化[J];工業(yè)工程與管理;2013年03期

5 康凱,劉秋平,張志穎,劉躍輝;企業(yè)延遲策略與需求不確定性的關(guān)系研究[J];河北工業(yè)大學(xué)學(xué)報(bào);2003年05期

6 劉圣華;紀(jì)雪洪;;應(yīng)對(duì)需求不確定性的整車(chē)制造企業(yè)混合延遲策略[J];汽車(chē)與配件;2008年Z1期

7 胡建波;;延遲策略在供應(yīng)鏈管理中的應(yīng)用[J];企業(yè)管理;2012年02期

8 遲永梅;王侃;;延遲策略在冷鏈物流中的應(yīng)用研究[J];中國(guó)市場(chǎng);2008年41期

9 張雁;唐立新;;關(guān)于延遲制造的研究[J];物流工程與管理;2009年06期

10 蔡小青;;延遲策略在精敏供應(yīng)鏈管理中的應(yīng)用[J];中國(guó)市場(chǎng);2013年06期

本文編號(hào)：2396501