基于供应链环境的显示器库存管理问题研究

华中科技大学硕士学位论文基于供应链环境的显示器库存管理问题研究姓名：张书贤申请学位级别：硕士专业：工商管理指导教师：马士华20081030ILNLNLNLNLNVMI:IIAbstractWiththedevelopmentofeconomicglobalizationandtechnologicalprogress,buyersmarkethasbeenformed,andthecompetitionbetweenenterpriseshasdevelopedintotocompetitionbetweenwholesupplychains.ThispaperfocusondisplayproductsofLNEnterprise,theauthorstudytheinventorymanagementissuefromtheperspectiveofsupplychainmanagement,findissuesofinventorymanagementbyanalyzingthecurrentsituationofLNEnterprise,thengetthereasonoftheseproblems,provideoptimizedsolution.Onlyenterpriseswiththeabilitytorespondquicklytocustomerneedsinordertodevelopitsowncorecompetitivepowercansurviveinthefiercemarketcompetitionanddevelopment.Inrecentyears,inventorymanagementsystembasedonSCMshowsobviousadvantageintheaspectsofreducinginventorycostandimprovingservicelevel,itisbecominghotspotofstudy.Inthepaper,firsttheauthorintroducebackground,content,practicabilityofinventorymanagement,presentthecurrentstudystatusofinventorymanagementundertheenvironmentofSCM,introducethestatusofLNenterpriseandlistspecialtyofdisplayproducts,theforecastplanningprocess,thenanalyzetheinventorymanagementissuesofLNdisplayproducts.Inthenextplace,analyzeissueofdisplayforecast,uncertaintyofrealneedsandreplenishmenttime,inventorycontrolstrategy,efficiencyofinformationdelivery,performanceevaluationofinventorymanagement.Lastthepaperbringsforwardoptimizedsolutiontosolveallissue,themethodtocontrolbullwhipeffect,tosolvesafetystockissues,optimizedVMIstrategy,themodethatsendgoodstocustomerdirectly,introduce3PL,performanceevaluationinventorymanagement,Itwillhitthetargetthatdecreaseinventorycost,improvethecompetitivenessofenterprisewiththesamecustomersservicelevel.Keywords:SupplyChainInventorymanagementInventoryoptimization_____111.12007PC“”PCCRTCathode-ray-tubeLCDLiquidCrystalDisplay2006CRT1)16:916:10“”17192021200922)200731DCDVMP3MP4LCD3)HDCPHDMIHDCPHigh-bandwidthDigitalContentProtecti--onINTEL8HDCPInternet(DVD)()HDCP“”3“”“HDDVD”“”HDMIHigh-DefinitionMultimediaInterface2006SiliconImage7HDMIHDMIHDMIHDMIHDMIHDMIDVDDVDA/V4)[1]LN,OEMLN41.21.2.1[2](CapitalCost)(InventoryHoldingCost)()()(LeftoverCost)[3][4]??[5]1.2.25208011[6]1-11.2.3ClarkScarf1960[7]NNHau.Lee199214[8]19936[9][10]1999[11]RaviAnvpindiYehudaBassok1999[12]GerardP.Cachon1999[13]2000[14]SrinageshGavirneni,RomanKapuscinski,Sridhar.Tayur1999[15][16]71)121-2(1)(2)(3)8“”2)(1)(2)[17](3)9(4)(5)[18](6)[19]3)“”10“”4)111.3“”“”[20]20-4025[21]LNLNLNLN[22][23]LNVMI12LN132LN2.1LNLNLNLNPurchaseLNLNLNLN19000LNLN21141.62.43.2012342005200620072-12005-2007LCDLNLNOEMOEMOEMOEM63OEMOEMLN152.2LN2.2.11)2266IC()102466%IC10%5%10%9%2-22)CRT23,5050%25%5%10%10%2-3CRT162.2.2LN,OEM2220191715LCD1715CRT242424.6%47.1%14.6%2.6%1.7%2.4%7.2%15CRT17CRT22LCD20LCD19LCD17LCD15LCD2-4LN2.2.3LNOEMOEMOEMLN4921172-1LN103949102939101626101525A105152.2.4LNOEMOEMOEM19OEM2.3LN13()OEM18OEMMRPOEM48252-5LN2.4LN1)MRPMRP26OEM6060OEMMRP19LN2-6LN2)[24]LNOEM3)IT(1)LNOEM(2)OEMCOECOECOECOE20(3)OEMOEM4)LNLN272-75)LNLNLN//21LNOEMLNOEM()6)LNOEM223LN3.13.1.1[25]1961Forrester[26],KahnStermanLee[27]LeeChen5[28]1)LN232)3LN3)LNLNLN4)5)LN24LN60313-1LN1112123456739.5%36.4%39.1%57.5%82.7%68.1%61.2%72.7%77.2%68.8%78.5%73.6%77.4%55.8%78.4%70.5%70.1%51.7%78.2%61.8%73.2%68.6%72.2%67.1%76.0%58.8%67.4%21.9%68.1%64.6%68.7%61.5%43.0%68.9%40.9%77.9%59.1%56.0%57.0%65.8%70.8%68.9%68.3%64.5%69.3%3.1.2LN1)LN(1)LN[29]LNLNLNLN25OEMLN“”(2)80[30](ForwardBuying)LNLN()()LN2)LN26(1)LNLNOEM2(InformationDelay)OEMLN(MaterialDelay)LNLNOEMLNLNOEMLNLN(2)LNLNLN27“”,OEMLNLN3.1.3LN20(35)3030312865%20%15%303060603-1LNLNLN“”LN3.21)293219112850028375LN3-2192)OEMOEM3.3700065005600900028100642786435683762228375573-2143-831378-27513032LN050100150200250300350400200711200712200812008220083200842008520086200873-2LN3.4LNLN3160OEM3.5LN14LN324LN4.1LN1)LN4-1COE4-1LN2)MariettaITCOE33IT[31]LNLN(1)ITInternet/EDI(2)“”[32]ABABAB(3)34(4)OEMLN3)LNLN(1)2040(2)LN5050[33](1)35ICIC9060(2)14/(3)(4)OEMLN4)LN(1)36(2)LNLNLNLNLNLN(3)LN(4)LNLN(1)37LNLN(2)LNLNLNLN4.21),LNOEM38OEMLNLN2)LNOEM3)LNLNLN4)BTOBTO5)39VMILN4.34.3.1VMI()1)VMIVMI(VenderManagementInventory)[34]VMIDOI=(+–)/4LNLN40LN4-1OEMLN4-1()()()150%100%100%15~3025%100%100%30~4050%100%100%40100%100%100%2)LNVMIYanDongKefengXuVMI()7VMIVMIVMIVMI[35]VMILNERPCSE48VMILNERPLN41LNERP1.2.OEMLNCSELNLNLNIT4-2LNVMI4-2LNVMI“/”LNOEMLNERPVMI/OEMVMIVMILNLN423)LNVMIVMILNVMI(1)VMIVMIVMI424-2VMIl234l2l2345(2)VMILNVMIVMIVMI43(3)VMIVMIVMIVMIESCAChainLinkRe-searchInc.76VMI62VMI11VMI49VMI3VMI[36]LNVMIVMIVMILN(4)VMILNSAPVMILNVMILNVMIOEM3PL44OEMLN3PL3PL4.3.2LNLNOEM1)LNLNOEMLNOEMLN4-3(1)LN(2)3PLOEM(3)3PL(4)3PLLNLN454-3LN2)(1)OEM(2)(3)5.1.3.6.4.7.2.OEM464.44.4.11)()2)3)4)47[37]4.4.2LNLNOEM5OEMSAP3PLOEMLN3PLLN3PL444-43PLOEMOEMLN3PL3PL483PLLN1)3PLLN2)3PL3)OEM3PL3PL3PL4)OEM3PL4955.1Lummus[38]Beamon[39][40]1)[41]5-15-2505-15-22)5.21)2)51[42]3)4)5)6)5.3LN5.3.1LNLN1)52[43]2)[44](1)(2)[45](3)3)(1)(2)(3)×100%-×100%-×100%×100%534)÷360÷()÷215.3.21)LN(KPI)KPIKPI×100%54KPI5~8KPIKPILNKPIDOI(142)5-3555-356HPPCLNLN1)2)VMI3)4)LNLN57MBA58[1]