發(fā)布時(shí)間：2018-02-23 22:22

  本文關(guān)鍵詞： 庫(kù)存管理 成本優(yōu)化 物流IE　出處：《石河子大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：電子設(shè)計(jì)和制造業(yè)企業(yè)在中國(guó)的國(guó)民經(jīng)濟(jì)中越來(lái)越起到舉足輕重的地位。全球經(jīng)濟(jì)一體化逐漸帶來(lái)全球資源和人才的重新配置和整合,歐美和亞洲的發(fā)達(dá)國(guó)家的制造及設(shè)計(jì)型產(chǎn)業(yè)逐漸向發(fā)展中國(guó)家特別是中國(guó)轉(zhuǎn)移。中國(guó)的電子產(chǎn)品設(shè)計(jì)和制造企業(yè)面臨諸如庫(kù)存量大、整體庫(kù)存結(jié)構(gòu)不合理、庫(kù)存周轉(zhuǎn)速度緩慢、人員效率低下、人才素質(zhì)不平衡、標(biāo)準(zhǔn)化工作滯后、運(yùn)輸費(fèi)用、倉(cāng)儲(chǔ)費(fèi)用、管理費(fèi)用等支出比例較大的問(wèn)題。太多的庫(kù)存將占用大量資金,增加了制造企業(yè)的運(yùn)營(yíng)成本和財(cái)務(wù)負(fù)擔(dān),并增加呆滯物料過(guò)期和報(bào)廢的風(fēng)險(xiǎn)和帶來(lái)物料價(jià)格下降的損失,從而造成企業(yè)的利潤(rùn)損失,加重企業(yè)負(fù)擔(dān);但如果庫(kù)存量不足將會(huì)產(chǎn)生生產(chǎn)缺料瓶頸,影響客戶訂單的及時(shí)交付,降低企業(yè)的市場(chǎng)競(jìng)爭(zhēng)力,影響企業(yè)的長(zhǎng)期良性發(fā)展。EMS企業(yè)屬于低利潤(rùn)的制造行業(yè),同時(shí)由于電子產(chǎn)品技術(shù)的更新?lián)Q代,電子產(chǎn)品生命周期呈現(xiàn)出變短及不穩(wěn)定的趨勢(shì),庫(kù)存管理水平的高低直接關(guān)系到企業(yè)是否能在市場(chǎng)競(jìng)爭(zhēng)中取得絕對(duì)優(yōu)勢(shì)以及企業(yè)利潤(rùn)的多少。企業(yè)希望能從管理機(jī)制和方法上進(jìn)行標(biāo)準(zhǔn)化和優(yōu)化,解決企業(yè)庫(kù)存高,成本持續(xù)走高的困擾;進(jìn)而逐步降低企業(yè)的庫(kù)存管理成本,提升企業(yè)的市場(chǎng)競(jìng)爭(zhēng)力,在滿足客戶交期要求的前提下,得到庫(kù)存平衡點(diǎn),實(shí)現(xiàn)公司利潤(rùn)的最大化。本文以庫(kù)存管理為研究對(duì)象,選擇廣州電子代工企業(yè)為典型個(gè)案,從優(yōu)化庫(kù)存管理成本角度,通過(guò)對(duì)庫(kù)存管理存在的問(wèn)題進(jìn)行分析,提出進(jìn)行庫(kù)存管理的系統(tǒng)升級(jí)和庫(kù)存管理中的精益生產(chǎn)管理,人力資源管理及IE技術(shù)在庫(kù)存管理的運(yùn)用等創(chuàng)新理念和優(yōu)化措施。運(yùn)用了流程分析法,通過(guò)收集大量廣州捷普電子有限公司庫(kù)存管理的相關(guān)流程,對(duì)企業(yè)的管理流程、運(yùn)作流程進(jìn)行分析。數(shù)據(jù)分析法,設(shè)計(jì)了庫(kù)存管理流程中各個(gè)流程的作業(yè)量統(tǒng)計(jì)模版進(jìn)行數(shù)據(jù)分析。重點(diǎn)訪談法,在優(yōu)化后對(duì)企業(yè)關(guān)鍵管理崗位的管理人員和員工進(jìn)行訪談,分析現(xiàn)有運(yùn)作方式存在的問(wèn)題。對(duì)流程優(yōu)化后的管理人員和員工進(jìn)行訪談,確認(rèn)優(yōu)化成果。
[Abstract]:Electronic design and manufacturing enterprises play a more and more important role in China's national economy. Global economic integration has gradually brought about the reconfiguration and integration of global resources and talents. The manufacturing and design industries of developed countries in Europe, America and Asia are gradually shifting to developing countries, especially China. Chinese electronics design and manufacturing enterprises are faced with such problems as large inventories, unreasonable overall inventory structure, and slow inventory turnover. Inefficient personnel, uneven quality of talent, lag in standardization, transportation costs, warehousing costs, management expenses, etc. Too much inventory will take up a lot of capital, It increases the operating cost and financial burden of manufacturing enterprises, and increases the risk of outdated and obsolete materials and the loss of material prices, which results in the loss of profits and increases the burden of enterprises. However, if the inventory is insufficient, there will be a bottleneck of production shortage, which will affect the timely delivery of customer orders, reduce the market competitiveness of enterprises, and affect the long-term benign development of enterprises. EMS enterprises belong to low-profit manufacturing industries. At the same time, due to the upgrading of electronic product technology, the life cycle of electronic products has shown a tendency of becoming shorter and unstable. The level of inventory management is directly related to whether the enterprise can obtain absolute advantage in the market competition and how much the enterprise profits. The enterprise hopes to standardize and optimize the management mechanism and methods to solve the problem of high inventory. The problem of continuous high cost, and then gradually reduce the cost of inventory management, enhance the competitiveness of the market, in the premise of meeting the requirements of customer delivery, get the inventory balance point, This paper takes inventory management as the research object, selects Guangzhou electronic contract manufacturing enterprise as the typical case, analyzes the existing problems of inventory management from the angle of optimizing inventory management cost. The paper puts forward some innovative ideas and optimization measures, such as system upgrading of inventory management and lean production management in inventory management, human resource management and the application of IE technology in inventory management. Through collecting a large number of inventory management processes of Guangzhou Jepu Electronics Co., Ltd., the management process and operation process of the enterprise are analyzed. This paper designs the statistical template of each flow of inventory management to carry out data analysis. After optimization, the key interview method is used to interview the managers and employees of the key management positions in the enterprise. Analyze the problems existing in the existing operation mode. Interview the managers and employees after the process optimization to confirm the optimization results.
【學(xué)位授予單位】：石河子大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.63;F274

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本文編號(hào)：1527852