EG公司物流外包及供应商库存管理研究

华中科技大学硕士学位论文EG公司物流外包及供应商库存管理研究姓名：李向波申请学位级别：硕士专业：工商管理指导教师：徐天亮20061001IEGEPSONEGEGEGEGEGEGEGIIAbstractSincethe21stcentury,theproductionandsalescompetitionofthecomputerperipheraldeviceshasbecomemoreandmoreintense.AsaproducerforinkribbonofEPSONstylusprinter,EGisfacinganunprecedentedchallenge,mainlycomingfromtheimpactofotherproductbrands,compatibleproductsandfakeproducts.EGdecidestoreducethecost,lowertheinventoryfundtake-up,improvesthefundutilization,outsourcethenon-corebusinessduringthelogisticsoperation,andimplementthevendor’sinventorycontrol,thusbreakingfromtheexistingtroublesothatitcanbeinawinningpositionintheintensecompetition.Thisarticlesummarizestheexistingcondition,featuresandchallengesforthedevelopmentofEG,analyzesitsshortcomingsinthelogisticsmanagementprocess,learnsfromthesuccessfulexperiencesoflogisticsreformbyexcellentdomesticandforeignenterprises,andutilizesthesupplychainmanagementtheory,thirdpartylogisticsoutsourcing,andvendormanagementinventorytheoryforextensiveanalysis.Onthisbasis,proposethatEGshouldoutsourcethecargoreceiving,warehousingmanagementandmaterialdistribution.Meanwhile,basedonthetradefeatureofEG,proposethatthebestchoiceistolocatethewarehouseundervendormanagementinventoryinsidetheEGwarehouse,andclearlyproposethelogisticsrouting,materialpropertyownershipandmaterialdocumentflow,etc.afterimprovement.Thisarticleanalyzesthereasonofrisksgeneratedthroughlogisticsbusinessoutsourcing,andproposetheriskpreventionfromtheaspectsofthirdpartyserviceproviderselectionandqualitycontrolofthethirdpartylogisticsserviceprovider,thusestablishingthesustainableandeffectivevendormanagementinventorymodeunderthethirdpartylogisticsmanagementsothatEG’slogisticsmanagementcanbeimprovedtoanewlevel,makinggreatcontributionsfortheenterprisetobreaktheexistingdifficulties.Keywords:LogisticsoutsourcingThirdpartylogisticsVendorManagementInventorySupplychainmanagement111.1[1][2]21.2209080[3][4][5]3[6]62%62%56%50%48%199773%16%89%[7]209020013“”“”1.31.3.1EGEG4EGEGEG1.3.2EGVMIEG522.12.2.1“”[8][9]2.2.22-1[10]6///2-1/[11]2.22.2.1RobertC.LiedThirdPartyLogisticsTPL[12]7TPLLogisticsServiceProviderLSP[13][14]2.2.22-2[15]2-282.3—VMI2.3.1VMI[16]---VendorManagementInventoryVMI[17]VMI,2.3.2VMI12VMI3492.3.3VMIVMIVMIVMIQRQRVMIVMIQRVMIQRVMIVMIERPEDIVMIVMIEDIEDIVMIVMI80%95%70%90%251560%~70%10%20%VMI102.3.4VMI1VMIVMI2VMI34567VMI8VMI9101112112.3.4VMITPLVMI,TPL[18]1TPL2TPLTPL3TPL4TPL5VMI2.42.4.1[19]Outsourcing[20]“”12“”[21]“”“”2.4.21)2)3)132-12-1ArmtrongandAssciates4)19961440030Penske:EDI%10~151510~155~104~520~2510~1510~127~1014JIT19993UPS――UPS14――159――10182.4.31234[22]2-32-315(ABC)Burnham20%2USCOUSCO196.3%ZenithGATX(YMS)ZenithDerreCaliber5DerreCase“16”203FritzSchneiderGATX――[23]“”“”“”[24]2.52.5.1TPL1“”[25]172[26]34TPL2.5.2181[27]2“”3JackRoser[28]4ScopeofWork[29]19HPIBMHPIBM2.5.3[30]1[31]2-42-42023[32]D=T+S+L+FW+VW+P+CDTSLFWVWPC213EG3.1EG3.1.1EGEGEPSON15%70015000m212500m2ISO9001000ISO14001.,,“”3.1.2EGEGEG2000820023-1EG1994~2005223-1EG1994~200519945696/1995637912%1996714413%1997807312.5%1998908214%19991035335%20001397628%20011788914%2002203949%2003222297.5%2004237416.8%2005254507.2%2002~2005EGITEGIT3.2EG3.2.1EGEGEGEGEG3-1233-1EG3.2.2EGEGMPTPMINIERCEG1200EG70%30%3.2.3EGEG[33]12//2434[34]12345EG20018EDIA3.2.4EG1EGEGEGEGEGEGEGEGEGEGEGEGEGEGEG3-2253-2EG2EGEGEGEG3-3/EG263-3EG3EGEGEGEGEGEGEGEGEG273-4EGEG,28BOM3-4EG293.3EG3.3.1EG2000K3EGADSLInternet3.3.212001EG2EG200120401.2m×1m1m×1m3EG303.4EG3.4.11EGEPSON2EPSONCanonHPlexmark3idc200420550%35%15%EG3.4.21EG2001VA31ValueAnalysisJIT3-23-2EG200120022003200420051,799.81,977.72,124.02,207.12,317.221,597.623,732.025,488.626,485.827,806.48,599.65,668.24,476.03,917.94,012.725.031.038.641.140.22)EG1.5%324EG4.1,[35]123EGEG1EG“”1990C.K.PrahaladGaryHamelTheCoreCompetenceoftheCorporation“[36]”EGEGEPSONEPSONSonofElectronicPrinterEPSONEPSONEGEPSONEGEPSON332——EGEG2.6EG,3——EG——EGEGEGEG4.2EG:1EGD=S+L+FW+VW+P+CDS34LFWVWPCEG4-14-1EG20%40%25%15%EG85%2EG4-24-2EG8715104020%17.5%37.5%25%100%,75%EG55%70%60%3EG3580%EG4.34.3.1EGEGEGVMI4.3.2EGEGVMI36VMI[37]VMIEGEGEGVMI4.4VMI4.4.1EGEGEGEG4.4.2EGEG2001812000m²4000m²VMIEGEGVMIEG37EGEGVMIEG4.51EGEGVMIJIT4-12EGVMIEGQAEGEGEGQAVMIEGEGEGEGEG4-2384-14-2EGJIT//3PLVMIEGTPLVMIEGEG394-2EGEGTPL4-34-33EGVMI4-4VMI3PLEGEGTPL404-4VMIEGTPLEG415EG5.1[38]EG1“——”23425.2EG“”EGEG5.2.1AHPT.L.Satty2070[39]5-15-1AHP435.2.25-2[40],Satty5-25.2.3AHPTVPTotalValueofPurchasing[41]MaxTVP=ΣRiXii=1nABCD12n44Xi≤ViΣVi≥Ds.tΣXi=DΣXiqi≤QDi=1,2,3,……nXi≥0Ri--AHPXi--iVi--iD---Q---iQ---5.3EGni=1ni=1ni=145123454666.1VMIEG1)EGEGVMI2EGVMIVMIEG“”3EGVMIEG4EGVMI6.2,1472EGEG48MBA49[1]..:2005[2]··...:2000[3]..:1999[4]..2000[5]Sheffandwand.ThirdPartyLogistics.PresentandFutureProspects.JournalofBusinessLogistics.1990[6]..:1997[7]..:2000[8]..:2000[9]·.—..:2000[10]..2005[11]·..2000[12]JonHughesMarkRalfandBillMichele.TransformYourSupplyChain-ReleasingValueinBusiness.InternationalThomsonBusinessPress.1998[13]..:2001[14]..:2001[15]..2003[16]G.N.Evans,D.R.TowillandM.M.Naim.BusinessProcessRe-engineeringtheSupplyChainProductionPlanningandControl.