發(fā)布時間：2018-10-31 21:16

【摘要】：經(jīng)過30多年的長足發(fā)展，我國家電行業(yè)逐漸趨于成熟，一定數(shù)量的優(yōu)秀企業(yè)如雨后春筍般地滋潤著生長。然而，在取得輝煌業(yè)績的同時，家電行業(yè)也存在很多問題，特別是企業(yè)內(nèi)部管理的非價值增值活動變得更為冗長與繁瑣�？梢�，及時矯正企業(yè)不合時宜的管理舉措，從各管理環(huán)節(jié)微觀角度與整個管理活動宏觀兩方面入手，加強(qiáng)企業(yè)內(nèi)部的協(xié)同效應(yīng)，有效整合各項(xiàng)戰(zhàn)略活動，從而促進(jìn)企業(yè)價值創(chuàng)造的連續(xù)性，降低企業(yè)成本，增強(qiáng)企業(yè)競爭優(yōu)勢。 本文鑒于國內(nèi)外學(xué)者理論研究成果的基礎(chǔ)上，以TCL白電公司為例，通過考察該企業(yè)的管理現(xiàn)狀來揭露其內(nèi)部價值鏈的運(yùn)作情況發(fā)現(xiàn)，其存在生產(chǎn)過程的非增值作業(yè)控制不到位、銷售管理內(nèi)部控制乏力、基于價值鏈的成本控制環(huán)節(jié)存在缺陷、薄弱的信息系統(tǒng)難以成為價值鏈管理的有效技術(shù)支撐等問題。鑒于此，本文通過探討價值鏈優(yōu)化的思路、方法和方向，得出相應(yīng)的優(yōu)化方案，即改進(jìn)生產(chǎn)作業(yè)中的價值鏈作業(yè)，適當(dāng)削減與消除生產(chǎn)過程中不必要的業(yè)務(wù)流程，加強(qiáng)生產(chǎn)訂單執(zhí)行過程中的成本控制，建立健全監(jiān)督管理機(jī)制，加大對生產(chǎn)檢驗(yàn)的執(zhí)行力度；加強(qiáng)銷售管理控制力度，細(xì)分崗位職責(zé)，完善獎懲制度，加強(qiáng)對銷售定價的控制力度；嚴(yán)格把控成本，加強(qiáng)對顯性與隱性成本的控制力度；完善信息管理系統(tǒng)，，建立價值鏈管理應(yīng)用系統(tǒng)以期加強(qiáng)內(nèi)部控制，升級公司信息管理系統(tǒng)，提高個子模塊的耦合度，實(shí)現(xiàn)資源及時有效的共享。
[Abstract]:After more than 30 years of rapid development, the household appliance industry in China is gradually maturing, and a certain number of excellent enterprises are springing up to nourish the growth. However, at the same time, there are many problems in the household appliance industry, especially the non-value added activities in the internal management of enterprises become more lengthy and cumbersome. It can be seen that timely correction of the inappropriate management measures of the enterprise, from the micro perspective of each management link and the whole management activities macro two aspects, strengthen the synergy within the enterprise, effectively integrate the various strategic activities, In order to promote the continuity of enterprise value creation, reduce enterprise cost, enhance enterprise competitive advantage. In view of the theoretical research results of domestic and foreign scholars, taking TCL White Power Company as an example, this paper reveals the operation of its internal value chain by reviewing the management status of the company. It is found that the non-value-added operation control of the production process is not in place. The internal control of sales management is weak, the cost control based on the value chain is defective, and the weak information system is difficult to become the effective technical support of the value chain management. In view of this, through discussing the train of thought, method and direction of value chain optimization, this paper comes up with the corresponding optimization scheme, that is, to improve the value chain operation in production operation, to reduce and eliminate unnecessary business process in production process. Strengthen the cost control in the execution of production orders, establish and improve the supervision and management mechanism, and strengthen the execution of production inspection; Strengthen the control of sales management, subdivide the post responsibility, perfect the system of reward and punishment, strengthen the control of the sale pricing, strictly control the cost, strengthen the control of the explicit and implicit cost; Improve the information management system, establish the value chain management application system to strengthen the internal control, upgrade the company information management system, improve the coupling degree of sub-modules, and realize the timely and effective sharing of resources.
【學(xué)位授予單位】：湘潭大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F275;F426.6

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本文編號：2303578