【摘要】：J公司是一家世界領先的電子合約制造服務商（EMS）之一，成立于1966年，總部設于美國佛羅里達州。以提供世界領先的電子制造服務而聞名，在全世界33個國家中擁有90間工廠，超過75000名技術人員和專家致力于為客戶提供電子技術解決方案，為全球的電子和技術公司提供綜合的電子設計，生產(chǎn)和產(chǎn)品管理服務。根據(jù)2012年財年統(tǒng)計，J公司收入達171億美元，2013年更蟬聯(lián)《財富》雜志世界上最受尊敬公司之一。 J公司位于馬來西亞檳城的工廠是其亞太區(qū)重要的生產(chǎn)制造基地，所制造的成品主要供應與銷售亞洲客戶。自08年全球金融危機后，09年全球電子制造業(yè)PMI指數(shù)顯示需求樂觀，受全球經(jīng)濟環(huán)境推動，J公司位于馬來西亞的工廠銷售量呈逐步上升勢頭，12年收入56億美元，占J公司總收入32.75%，成為了其在亞太區(qū)最大的生產(chǎn)基地。然而，受到馬來西亞國內(nèi)經(jīng)濟環(huán)境和科技發(fā)展水平等因素影響，其原料，電子元器件的上游供應商均集中于我國珠三角地區(qū)。 然而，電子制造原件類型復雜，上游供應商數(shù)量眾多，生產(chǎn)流程管理復雜，使得供應商的協(xié)同管理的難度大大增加，如一個電子元件缺貨，則工廠不得不以停產(chǎn)來等待該電子元件到達工位才能恢復生產(chǎn)。而且，由于上游供應商的生產(chǎn)不確定性和位于下游客戶的需求不確定性，生產(chǎn)工廠面臨著雙重的預測訂貨、補貨難度。當前的J公司案例中，采用的是傳統(tǒng)的供應鏈模式，供應商不得不采用大批量高庫存來滿足J公司的需求不確定性，每個供應商都建立起自己的VMI倉庫來管理不同的產(chǎn)品以供應J公司位于馬來西亞的工廠。誠然，VMI這種模式在過去某段時間內(nèi)確實使得J公司在供應鏈上取得非常大的成就，然而，，J公司的缺貨率還是一直維持較高水平，造成了J公司對運輸時間要求高，供應商絕大部分采用空運出口，這樣雖然滿足了生產(chǎn)要求，卻造成了運輸成本的大幅上升。目前，運輸成本占馬來西亞工廠總成本的8%，且由于空運價格受到國際航空燃油價格的影響呈逐年上升勢頭，J公司亟需通過降低運輸成本保持產(chǎn)品的市場競爭優(yōu)勢。 為解決J公司目前的配送困境，本文嘗試引入集配中心對整個供應鏈模式進行優(yōu)化。在庫存管理上，基于配送集運中心實現(xiàn)二維協(xié)同關系管理與補貨，改變目前單個供應商單個制造商的VMI庫存管理模式，避免因某個供應商缺貨造成工位等待與增加供應商補貨成本；在運輸策略上，基于買方拼箱的運輸模式來改變當前單一空運模式。本文首先分析J公司所在電子制造業(yè)產(chǎn)品的供應鏈特點，結(jié)合當前J公司在供應鏈上的實際問題，找出優(yōu)化點，建立配送集運中心模式，改善運輸模式，以達到庫存持有成本、運輸成本下降的同時，減少缺貨率的出現(xiàn)。 本文旨通過J公司的配送集運中心的實施案例，分析J公司供應物流成本和供應鏈的影響，并對該模式實施的效果進行分析驗證，總結(jié)該企業(yè)的供應鏈優(yōu)化方式，形成對該類型企業(yè)的供應鏈優(yōu)化問題的管理方法。
[Abstract]:J Company is one of the world's leading electronic contract manufacturing service providers (EMS). Founded in 1966, it is headquartered in Florida, USA. It is famous for providing the world's leading electronic manufacturing services. It has 90 factories in 33 countries, and more than 75,000 technicians and experts are dedicated to providing electronic technology solutions to customers. According to the financial year 2012, J Company earned $17.1 billion. In 2013, it became one of the most respected companies in the world in Fortune magazine.
J's factory in Penang, Malaysia, is an important manufacturing base in the Asia-Pacific region. The manufactured products are mainly supplied and sold to Asian customers. Since the 2008 global financial crisis, the global PMI index of electronics manufacturing in 2009 has shown optimistic demand. Driven by the global economic environment, J's factory sales in Malaysia have been steadily increasing. Increasing momentum, 12-year revenue of $5.6 billion, accounting for 32.75% of J's total revenue, has become the largest production base in the Asia-Pacific region.
However, the complex types of electronic manufacturing components, the large number of upstream suppliers and the complex management of production process make it difficult for suppliers to cooperate with each other. For example, if an electronic component is out of stock, the factory has to stop production and wait for the electronic component to arrive at the workstation to resume production. In the current J company case, the traditional supply chain model is adopted, and the supplier has to use large quantities of high inventory to meet the demand uncertainty of J company. Each supplier sets up its own VMI warehouse to manage. It is true that the VMI model did make J company achieve great success in the supply chain for some time in the past. However, the out-of-stock rate of J company has been maintained at a high level, resulting in the high transportation time requirement of J company, and the majority of suppliers are sent out by air. At present, the transportation cost accounts for 8% of the total cost of Malaysian factories, and because the air transport price is affected by the international aviation fuel price is increasing year by year, J company needs to reduce the transportation cost to maintain the product market competitive advantage.
In order to solve J company's current distribution dilemma, this paper attempts to introduce a centralized distribution center to optimize the entire supply chain model. In inventory management, based on the distribution center to achieve two-dimensional collaborative relationship management and replenishment, change the current single supplier and single manufacturer's VMI inventory management model, to avoid the shortage of a supplier caused by a workstation. Waiting and increasing the replenishment cost of suppliers; in the transportation strategy, based on the buyer's LCL mode of transport to change the current single air transport mode. Firstly, this paper analyzes the characteristics of the electronic manufacturing products supply chain of J company, combined with the actual problems of J company in the supply chain, to find out the optimization point, establish the distribution center mode, and improve the distribution center mode. In order to achieve the cost of inventory holding and reduce transportation costs, transportation mode reduces the shortage rate.
This paper analyzes the impact of supply logistics cost and supply chain of J company through the implementation case of J company's distribution and transportation center, and verifies the effect of the implementation of this mode, summarizes the supply chain optimization mode of the enterprise, and forms the management method of supply chain optimization problem for this type of enterprise.
【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】：F416.63;F252

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