国内轿车生产企业实施按订单快速生产的必要性分析

华中科技大学硕士学位论文国内轿车生产企业实施按订单快速生产的必要性分析姓名：李冰申请学位级别：硕士专业：管理科学与工程指导教师：陈荣秋20050412I6NSFC70332001BPRIIAbstractFollowingtheevolutioninthecomputerindustry,customers,competitions,andchangeshavebecomethekeysourcesofcompetitiveadvantages.Therefore,withtheaimofmeetingthecustomervalue,quitealotofcarmanufacturerscurrentlyintendtomovefromabuilt-to-stock(BTS)orientedproductionofstandardizedcarstowardsacustomizedbuilt-to-order(BTO)production.Duringthecourseofthischange,BTOhasbecomethebywordforachievingsuccessinthehighlycompetitive21stcenturymarketplacetoday.Thisthesishasfivechapters.Chapter1mainlydiscussestheconceptionsofExperienceEconomy,Customer-CenteredManagement,Time-basedCompetition(TBC),andBTO,thenexpoundstheconceptionofQuickBTO.Inthischapter,theproductionof3Daycar,whichhadbeenimplementedbyICDP,LERC,andEPSRC,isalsointroducedbriefly.Moreover,carandcarmanufactureraredefinedinthischapter.Chapter2hastwosections:section1pointsoutthecharactersofcarmarketinChina,andsection2showsthepresentsituationoftheproductionsystemofcarmanufacturersinchinawhichisexplainedinfoursegments:production,informationandplanning,stockmanagement,andsalesandmarketing.Chapter3expoundsthepredicamentswhichcarmanufacturersarefacingnowadaysbasedonchapter2.Theexteriorchallengesarethesuperfluousproductioncapability,theinimitabledemand,therationalcustoming,andtheprecariousmarket.Theinnerplightsarepushproductionmodel,longercycletime,higherinventory,higherproductcost,andlowerprofit.Thesefactorsleadtomanycarmanufacturersbeingclosetobankruptcy.Soitisnecessarytoimplementsomecrashingrevolutioninthestrategyofcarproduction.ByanalyzingthecharactersofQuickBTO,chapter4givesthedirectiontotherevolutionoftheproductionstrategy.Therefore,itcomestotheconclusionthatQuickBTOisindispensabletocarmanufacturersinChina.IIIChapter5sumsupthemainideaofthisthesisandpointoutsomequestionsandexpectationonthewayofperformingQuickBTOincarmanufacturing.Keywords:CarmanufacturerQuickBuildtoOrderIndispensability_____111.11.1.11970[1]1998BJosephPineIIJamesHGilmore,2090[2],,,,,,,,[3]()[4]2[5]1.1.2DannySamson[6][7][8]1.1.36[9]620803(Customers)(Competition)(Change),[10]1988George.Jr.Stalk[11]G.Jr.StalkTime-basedCompetitionTBC[12]80[13][1415][16]1.1.420045211994[17][18]42010201020105001.21.2.1RichardBourkeLisaKempfer[19](BuildtoStock,BTS)(BuildtoOrder,BTO)BTOERPBTSHerbertMeyr[20]BTSBTOBTOAmiyaKChakravartyKRaviKumar[21]BTOMTOMTO/BTOFogartyBlackstone1991MTS(MaketoStock)MTOMaketoOrderATOAssembletoOrderETOEngineertoOrderProductionPositioningStrategyPPS[22]OdenLangenwalter1993[23]Hendary1999225CustomizationBTS[24]WangSen[25]MTSMTOATOETOPPSBTSBTOsupplychainpositioningstrategiesSCPSBTOMTOETOBTOATOBTSBTOBTOcycletimeCTTerrenceAustin[26]BTOCTOConfiguratetoOrderBTOCTOBTOSale-To-OrderSTOMTSAssemble-To-OrderATOMake-To-OrderMTOPurchase-To-OrderPTOEngineer-To-OrderETO1-1STOATOMTOPTOETO1-161-1STOETOBTO[27]BTO,HandfieldPannesi1995BTO[28]HaxCandea1984[29]MTOMTSBTO1-1BTOQuickBuildtoOrderQBTO[30]QBTOBTSBTOBTS71.2.23Daycar3DaycarICDPLERCEPSRC[31]3[32]40.334.23Daycar31Directorderbookingintoproductionslotsinrealtime27.72VehicleManufactureSequenceandProduction25.93DeliveryfromtheFactorytotheRetailer12.811.2.32002GB/T3730.1-2001[33]motorvehiclepassengercarcommercialvehicle98SUVMPV[34]MPVSUV1.3703320011BTO234QBTONSFC703320019NSFC70332001,1-21-2QBTOQBTO1022.12.1.119782-105001000150020002500135.84178.29321.12551.3610401319.31608.911802.042053.1725.935.0879.45162.19417.9654.83853.73993.961202.37100.17129.9223.2368.48585.43627.89716.32765.24812.221978198019851990199519982000200120022-11978200220032003.2-11978135.8420022053.2015.1125.901202.4046.42100.17812.228.111998654.8320022-22-275.486%104.809%11789.7466%232.3419%199081.6214.8%200142.77%770.786%9%66%19%2-2200220032003.20032002439.0835.2%197.1654.12%20042004507.0514.11%507.1115.50%200559020051140.6336.6135.39%20.68%25.7724.3123.74%8.05%1263.43%66.40%14.8612.3061.81%56.94%36.57%33.60%2.1.2120041%4%21%[35]2003200255%75.3%197.16111.7%97.42%73.48%67.43%[36]2004141.86%200415217.1828%32%83%38%2601.0L1.3L8200395%A0AA0A86%75%1120%BCD50%2002AA060%[37]20032.0L20131349.525.2%1.02.0L34112.857.4%1.0L81634.317.4%2-3[38]2004151082049.5112.834.302040608010012012-320033[39]2002200358%4143%5%18%10%9%8%20012.0GLS16.319.82.7V617.926.5[40]20013%15%20025%6%20038.1%200411113.1%5715%--20%11114.3%035%2004505672.215BTS2-52-52-5BTS2.2.14512160.50.511.50.52-62-640050030010023G/W11.52.5126/60/0.50.511.50.50172.2.23Daycar34.240.384.87%[32]101523(2)52-7[41]NGP/FVNGP/FCNUPSGPS10554552-718(-1)+1+2+3+4()12310%21010102010101208010103080502-82-8BTS02030405010-10-20-30607080201925%E-mailEDIInternet/EDILANLANWANIntranet40C/SClient/ServerB/SBrowser/ServerWEBB/SDMS20APSBOMPDM2.2.34000600080%35100%KDKnockedDown5002323232105215%10%KD40%60%KDMPSAPSAM2M5M3.5KDKD,26331035712,51537[42]KDKD1210%10%212KD229710402.2.430%BTS2-92-92-91-31-222-51-323681312280028001200312002000451371012BTS31024471052533.112004[43]850“”45.2%26.3%25.2%21.5%[44]2628.2%15%15.7%13.6%11.5%%8.3%304.5%20036POLOQQ20031018CUVCar-BasedUltilityVehicleSUVCrosso