本文關(guān)鍵詞：深圳市嘉汶服飾有限公司消減庫存策略研究　出處：《河北工業(yè)大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 庫存管理 ABC分類法 準(zhǔn)時(shí)制生產(chǎn) 物料需求計(jì)劃 經(jīng)濟(jì)訂貨批量

【摘要】：在全球經(jīng)濟(jì)一體化的大背景下,世界經(jīng)濟(jì)運(yùn)行瞬息多變,中國女裝服裝企業(yè)面臨日趨激烈的競爭和更為嚴(yán)峻的挑戰(zhàn)。本論文以深圳市嘉汶服飾公司的庫存問題為核心,從商品企劃、生產(chǎn)計(jì)劃、渠道管理、時(shí)裝特性、管理物流經(jīng)驗(yàn)欠缺等方面入手,較深入地剖析了庫存的特點(diǎn)、原材料的管理方式、物流管理人員的經(jīng)驗(yàn)、倉庫的管理制度等方面的問題,探究出導(dǎo)致公司庫存產(chǎn)生的各種原因。與此同時(shí),經(jīng)過較為系統(tǒng)地研讀EMBA課程,本人緊密結(jié)合公司庫存產(chǎn)生的原因,擬定出一整套策略與舉措,已初步達(dá)到合理、有效消減庫存的目的:(1)針對商品企劃對市場預(yù)測的不精準(zhǔn)、時(shí)尚服飾的特性,制定營銷策略和計(jì)劃,使庫存消化達(dá)到年度公司KPI考核指標(biāo);(2)針對營銷渠道管理存在盲點(diǎn),建立優(yōu)化庫存管控體系,使信息管理由原來的“孤立、資源分散”變?yōu)楝F(xiàn)在的“對稱、效能大”,提高了資金使用效率;(3)針對公司庫存混亂的現(xiàn)狀,提出實(shí)行ABC分類管理法,倉儲管理由原來“眉毛胡子一把抓”改為現(xiàn)在“抓數(shù)量少金額大”的商品;(4)針對生產(chǎn)不緊湊的情形,提出準(zhǔn)時(shí)制生產(chǎn)管理,大量縮減了單位服裝的產(chǎn)出時(shí)間;(5)針對生產(chǎn)物料混亂的局面,提出實(shí)行物料需求的計(jì)劃,使物料節(jié)約,成本降低;(6)針對終端店鋪“拍腦袋”多次采購的現(xiàn)象,實(shí)行經(jīng)濟(jì)訂貨批量方法,大幅度降低店鋪采購成本。最后,對消減庫存策略的研究進(jìn)行總結(jié),期許能夠更加有成效地指引企業(yè)優(yōu)化生產(chǎn)計(jì)劃、降低庫存壓力、減少了原材料、加快資金周轉(zhuǎn),最終在市場中更具備核心競爭力。
[Abstract]:In the background of global economic integration, the world economy fast changing, Chinese garment enterprises are facing increasingly fierce competition and challenge. In this paper, the inventory problem Shenzhen kavon garments company as the core, from product planning, production planning, channel management, fashion characteristics, lack of experience in logistics management other aspects, deeply analyzes the characteristics of the raw materials inventory, management, logistics management experience, management system of the warehouse, to explore the reasons that cause the company stock production. At the same time, through systematically studying the EMBA course, my company is tied in with the inventory, draft a set of strategies and initiatives have attained a reasonable, effective inventory Objective: (1) according to the merchandise on the market forecast is not accurate, the characteristics of fashion apparel, marketing Strategy and plan, make the inventory digestion reached KPI annual assessment indicators; (2) for the management of marketing channels exist blind spots, establish and optimize inventory management system, the information management from the original "isolated, scattered resources" to now "symmetry, great efficiency, improve the efficiency of the use of funds for the company; (3) inventory confusion for the status quo, put forward the implementation of ABC classification management, warehouse management from the original" eyebrows beard "to" catch a small number of large amount now "goods; (4) according to the non compact case, put forward the JIT production management, reduce the number of units of clothing production time; (5) according to the the production material confusion situation, put forward the material requirement plan, material saving, cost reduction; (6) to the terminal stores the" head "of repeated purchases of the phenomenon, the implementation of the economic order batch method, greatly reduce the cost of purchasing shop. Finally, we summarize the research on the strategy of reducing inventory, and expect to more effectively guide enterprises to optimize production plan, reduce inventory pressure, reduce raw materials, speed up capital turnover, and ultimately have core competitiveness in the market.

【學(xué)位授予單位】：河北工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F274;F426.86

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