【摘要】：近年電子商務(wù)在全世界范圍內(nèi)的蓬勃發(fā)展，讓零售業(yè)打破國(guó)界。在物流公司轉(zhuǎn)運(yùn)服務(wù)的支撐下，消費(fèi)者網(wǎng)上購(gòu)物的半徑漸漸延伸至國(guó)外。這種趨勢(shì)除了為各國(guó)消費(fèi)者提供相比其本國(guó)成本更低、質(zhì)量更好、款式更多的商品外，也為各國(guó)的商家開(kāi)辟了一個(gè)前所未有的廣闊平臺(tái)，和原本屬于另一個(gè)市場(chǎng)的商家直接競(jìng)爭(zhēng)。新的海外業(yè)務(wù)空間意味著全新的機(jī)遇，也為這些出口零售商的跨國(guó)配送帶來(lái)前所未有的挑戰(zhàn)。 A公司是中國(guó)的出口服裝零售商，透過(guò)互聯(lián)網(wǎng)電子商務(wù)平臺(tái)把中國(guó)采購(gòu)的成衣銷(xiāo)往世界各地。高昂的快遞費(fèi)用不但嚴(yán)重削弱了原有的成本優(yōu)勢(shì)，和當(dāng)?shù)厥袌?chǎng)的競(jìng)爭(zhēng)對(duì)手相比也未能在運(yùn)輸費(fèi)用、配送速度等影響購(gòu)物體驗(yàn)的各方面凸顯出優(yōu)勢(shì)。 本文分析A公司基本狀況和業(yè)務(wù)狀態(tài)，定位A公司配送環(huán)節(jié)中亟待解決的若干存在問(wèn)題。結(jié)合A公司的外部、內(nèi)部環(huán)境因素，總結(jié)出其配送中心優(yōu)化的有效手段是建立海外配送中心。通過(guò)建立客戶(hù)價(jià)值和運(yùn)營(yíng)活動(dòng)的相關(guān)模型，，按照QFD方法梳理在現(xiàn)有條件下三個(gè)不同類(lèi)型的海外配送中心組建方案的質(zhì)量功能配置。利用QFD工具就方案進(jìn)行評(píng)分、比較和優(yōu)選，確定A公司應(yīng)采用第三方物流倉(cāng)儲(chǔ)服務(wù)對(duì)其配送中心進(jìn)行優(yōu)化規(guī)劃。并以此結(jié)論為基礎(chǔ)，探討A公司采用第三方物流倉(cāng)儲(chǔ)服務(wù)以作為配送中心優(yōu)化手段時(shí)，所涉及到的儲(chǔ)存產(chǎn)品選擇策略、物料計(jì)劃策略、缺貨風(fēng)險(xiǎn)與應(yīng)對(duì)策略等問(wèn)題。
[Abstract]:In recent years, the booming development of electronic commerce in the world, let the retail industry break the national boundaries. Under the support of logistics company's transshipment service, the radius of online shopping of consumers gradually extends to foreign countries. In addition to providing consumers with lower costs, better quality and more styles than in their own countries, this trend has also opened up an unprecedented platform for businesses from all over the world. Direct competition with businesses that belong to another market. The new overseas business space represents new opportunities and brings unprecedented challenges to the cross-border distribution of these export retailers. Company A is China's export clothing retailer, through the Internet e-commerce platform to buy Chinese clothing sold around the world. The high express cost not only seriously weakened the original cost advantage, but also failed to highlight the advantages in transportation costs, distribution speed and other aspects of the shopping experience compared with the local market competitors. This paper analyzes the basic status and business status of company A, and points out some problems that need to be solved. Combined with the external and internal environmental factors of company A, it is concluded that the effective means to optimize the distribution center is to establish the overseas distribution center. By establishing the relevant models of customer value and operation activities, according to the QFD method, the quality function configuration of three different types of overseas distribution centers is sorted out under the existing conditions. By using QFD tools to score, compare and select the scheme, it is determined that company A should adopt the third party logistics warehousing service to optimize its distribution center. On the basis of this conclusion, this paper discusses the storage product selection strategy, material planning strategy, shortage risk and coping strategy when company A adopts the third party logistics warehousing service as the optimization means of distribution center.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F252;F724.2;F752.62;F724.6

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